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  • Foto del escritorThe Corporate Reviews

Jeffry Johary

Managing Director, OCS Group, Indonesia


OCS is a long-standing British global facility services business with a rich history spanning 123 years. We have a dedicated team of 120,000 colleagues serving 8,000 customers across the UK, Europe, Asia and the Pacific, and the Middle East. We are on a mission to make people and places the best they can be, ensuring everyone has the best conditions and opportunities to thrive.

Could you tell us about the importance of the unification of OCS as a global brand? Considering this, how relevant is reassessing these global goals and making them local milestones?

The unification of the OCS global brand is important as it allows us to build a sustainable business that brings value to our customers, partners, colleagues, and communities. We prioritize colleague development, leverage both established and emerging technologies to enhance our solutions and remain committed to our ESG priorities. With a wealth of experience spanning over 150 years, combining the strengths of OCS and Atalian, a respected French global facility services provider, enables us to offer even more comprehensive solutions. This includes providing exceptional customer experiences and fostering diverse career opportunities for our colleagues.

In OCS Indonesia (formerly Atalian Indonesia from 2014 to 2022), our approach revolves around placing our customers at the heart of everything we do. We offer tailored solutions in risk and workplace management, supported by dedicated frontline teams and innovative technology solutions integrated into our operational framework to meet quality, compliance, productivity, and efficiency. Over the past 1.5 years (2021 to 2022), we’ve been intensely focused on leading the local Facilities Management (FM) industry through digitalization, robust learning and development, and a steadfast commitment to service excellence. Our efforts align with our aspirations, guiding principles, and unwavering dedication to becoming Indonesia’s greatest Global (to think) - Local (to act) Integrated Facilities Management. We prioritize digitalization, innovation, and ESG (Environmental, Social, and Governance) initiatives as our key drivers of operational transformation.

The OCS global brand amplifies and complements our existing values and priorities in Indonesia. Drawing from OCS’s extensive expertise in healthcare, digitalization, and ESG practices, we can deliver unparalleled benefits to the Indonesian market. Additionally, it accelerates our journey in developing new service capabilities, such as specialized cleaning services for data centers, paint shop cleaning for automotive industry, and mechanical cleaning including water treatment solutions.

OCS Indonesia has embarked on a careful transitional process from the Atalian brand to the OCS brand, following a global timeline culminating on 22 January 2024. This transition signifies our commitment to a seamless integration that enhances our ability to serve our customers and communities better.

How does digitalization contribute to this process? And in relation to the incorporation of new technologies, could you describe the biggest challenges for the company on this matter? Would you share the tips on how you encounter the biggest challenges tactfully?

Digitalization propels our organization forward, making it more agile, efficient, and adaptable to the dynamic market landscape, be it local, regional, or global. This shift involves reimagining how we do business, emphasizing forward-thinking strategies, fostering collaboration across departments, and elevating customer experiences to new heights.

At OCS Indonesia, we have completed our digitalization transformation, known as the “Milky Way Project,” as part of our customer-centric approach. This initiative involved leveraging relevant technologies to enhance our infrastructure and leverage them as a catalyst for business growth. Through digitalization, we’ve bolstered our capabilities and credibility in delivering productivity-based contracts that address challenges related to diverse geographical landscapes, human resource expertise, and end-to-end infrastructure solutions.

Change management is consistently our most significant challenge when it comes to integrating modern technology. People naturally tend to be skeptical about what they don’t fully understand, leading to resistance to change. That’s why it’s crucial to gradually help them embrace new ideas by constantly reinforcing the “why” behind adopting new technologies. This approach focuses on showcasing the greater good and benefits these changes bring to the entire organization. When people understand the purpose and potential advantages, they are more likely to support the initiative, driven by the desire for improvement.

However, our ability to navigate these challenges depends on the resources available, such as time, funds, and the priorities and expectations of stakeholders. It requires adopting the right leadership and management styles to guide people through the process. In our case, we’ve defined our success criteria for adopting new technologies as follows:

• Aligning new technology with our business strategy ensures that every effort contributes to keeping our organization competitive in the market, or ideally, surpassing our competitors.

• New technology should significantly enhance our core business processes. We don’t just digitalize inefficient processes; we first simplify and improve them.

• The introduction of new technology should foster collaboration, growth, and effectiveness, promoting smarter ways of working.

• Implementation of new technology should not disrupt business operations; instead, it should enhance productivity without causing interruptions.

Here are some insights to navigate change management successfully:

• Establish a common vision and purpose (the “Why”), clearly defining what success looks like.

• The project lead plays a crucial role. They must believe in the changes, trust that the new technology benefits both customers and our people, demonstrate strong determination, and effectively manage stakeholders by articulating thoughts clearly.

• Understand that skepticism is natural during any cultural change process, in long-established and larger companies where resistance may be deeper and more challenging.

• Be prepared to make tough decisions, even if they are unpopular, as leaders are responsible for making difficult calls.

• Accept that there’s no such thing as a “100% smooth Go-Live” moment. Always have Plan B and utilize ‘the 30-day hyper care period’ to address any issues that arise. Perfection at Go-Live is unrealistic; it’s essential to be adaptable.

• Recognize that change management continues post-implementation and may take time, particularly in the established and larger companies where the process may be more extensive and prolonged. Patience and persistence are key to successful change management.

Could you describe the Alchemist Global Leadership Program? Are there any other initiatives OCS have and promote to increase the potential of their workers?

The Alchemist is a global leadership program, an initiative offered by the Graduate Business School of the University of Cape Town (UCT), South Africa, which is ranked 44th globally for similar programs. Sponsored by OCS Group, the program targets senior executive leaders within our global facility services organization. The program aims to equip leaders with the necessary competencies and foster extensive networks to meet shareholder’s expectations. Its ultimate goal is to develop future leaders who are not only effective but also adaptable in a rapidly changing global landscape. This includes the ability to assess evolving situations from various angles, make strategic shifts, and choose optimal responses.

Leadership truly makes a difference.

In OCS Indonesia, our commitment to Learning and Development goes beyond the basics. We’ve transformed many of our workforce members, initially with limited skills, into experts who now possess not just basic skills but also in-depth knowledge of technology and ESG solutions. We believe in equipping our employees with lifelong skills, which is why we share world-class best practices in Technical and Vocational Education and Training (TVET). This approach contributes significantly to improving human capital productivity. As economies evolve and industries change, the value of highly skilled workers becomes even more apparent. It’s crucial to ensure that our workers remain resilient, flexible, and future-ready.

We utilize two Learning & Development platforms in OCS Indonesia: Ganesha (our Local Learning Management System/ LMS) and OCS Academy (our Group LMS). Ganesha serves around 16,000 employees, consisting of a range of basic and specialized training materials, program tracking, and certifications.

Additionally, industry collaboration plays a vital role in these initiatives. By collaborating with other industry players, we can have a more significant impact on the industry, expand our business, and attract more talented individuals. This collaborative effort harnesses the strengths and insights of various stakeholders to create a workplace that meets the demands of the future.

How does OCS Indonesia promote ESG practices? Could you tell us about prominent strategies in that matter?

Our ESG Program at OCS Indonesia focuses on promoting Social Mobility, aiming to create a positive impact on our frontline teams wherever we operate. We’ve designed our approach to recognize and motivate frontline workers, team leaders, and supervisors who demonstrate our OCS values: TRUE (Trust, Respect, Unity, and Empowerment) and serve as role models in their daily work. As part of this initiative, we offer scholarships to outstanding individuals, enabling them to further their education at universities and improve their economic opportunities.

In our environmental efforts, we’ve launched the “Bottom-Up Movement,” a campaign aimed at accelerating environmental and climate improvements across 1,800 sites throughout the Indonesian archipelago, from major cities to remote areas. This initiative aims to engage with local communities and NGOs, collaborating with selected customers who share our vision and passion. We believe that while global environmental goals are crucial, true progress must start from local engagement and implementation. Recognizing capacity challenges, including generational poverty and limited access to education, we integrate ESG training modules for our frontline workers recruited from local communities, encourage them to be ESG Ambassadors at our customers’ sites. These modules cover areas such as waste segregation, sustainable chemical usage, water conservation, and plastic waste management. We firmly believe that transitioning towards a fully decarbonized energy system and sustainable practices aren’t just about technology and economics; it’s equally about people, society, values, and behaviours.

At OCS Indonesia, our leadership, starting from the Managing Director, down to the Executive Committee members, sets the tone. We understand the urgency of addressing environmental and climate challenges, and take responsibility for actions. We champion sustainable practices within and beyond our industry, encouraging every level of the organization to embrace sustainability as a core value and integrate it into our daily operations. Our goal includes achieving net-zero carbon emissions by 2040, creating positive social impacts by fostering a healthy and safe culture, enhancing human capital productivity, and promoting good corporate governance by embedding anti-discrimination, anti-bribery, and ethical practices into everything we do. This year, we’ve launched a new national ESG campaign, “Let’s Stand Up and Take Action” (or in Bahasa: “Ayo, Berdiri Beraksi”), to demonstrate our to prioritizing ESG initiatives throughout our organization, business processes, standard operating procedures (SOP), and work instructions.

Could you tell us about the main goals of EGN Indonesia? What is your role in the organization?

In today's fast-paced world, senior executives often face internal doubts while projecting confidence externally. The CEO role can be unexpectedly isolating, navigating contradictions and uncertainties while maintaining a strong external image. Executive Global Networks (EGN) steps in to fill this need by providing a ‘peer-professional-network’. This network connects leaders, challenges them, and helps them develop, ultimately making each other better — this is the EGN’s core goal.

Recently, EGN has been instrumental in supporting the growth of young entrepreneurs through our peer-based networks and monitoring communities. I am privileged to serve as one of the Group Chairs of EGN Indonesia, a role within an international network of 16,000 members across fifteen countries with a global presence spanning over three decades.

As a Group Chair, my responsibility is to facilitate dialogue, knowledge sharing, and networking among senior executives from diverse industries. It’s an opportunity to empower leaders, especially those in new senior roles, helping them grow and find fulfillment in their endeavors. This role resonates with my passion and mission — to create an environment where every voice heard and perspective matters, making us all better versions of ourselves.

From that perspective, what would your message be to young leaders of the Country?

I would encourage young leaders to nurture their curiosity, thirst for knowledge, and adaptability. Continuous learning leads to new horizons and fuel innovation. Your generation values purpose, impact, and inclusivity—let these principles guide your leadership path. 

Take calculated risks, view failures as learning opportunities, and leverage the power of collaboration. Foster diverse teams, empower others, and champion inclusivity. Leadership isn’t defined by age or title; it’s about inspiring others, making a positive impact, and leaving a legacy.

Your journey as young leaders is just the beginning, and the world eagerly anticipates the transformative impact you will bring. Embrace challenges, seize opportunities, and finally… lead with courage, empathy, and purpose.


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