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At APRIL Group, we care about the education received by our employees’ children, as well as by the communities surrounding APRIL’s operational areas.
Due to this, in 2003, APRIL established foundations specifically to manage three schools: Global Andalan, Taruna Andalan, and Mutiara Harapan School (SMH).
Global Andalan and Taruna Andalan use the national curriculum of Indonesia, while SMH combines the national curriculum as well as that of the International Baccalaureate (IB) program, making it the only school in Riau which offers the IB program.
All three RAPP-assisted schools have received ‘A’ accreditation by the National Accreditation Board, meaning that they meet all the standards set by a peer review board.
However, these schools would be non-existent without the enthusiastic and inspiring teachers who teach there.
We put the spotlight on six young teachers who teach in our RAPP schools. They talk about why they chose teaching as a career and how they handle the challenges of educating Generation Alpha.
Read more: RAPP School Teachers Respond to Teaching Gen A Challenges
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As a big paper company, Riau Andalan Pulp or Paper (RAPP) is among the ideal companies for many jobseekers in Indonesia. This includes second generation employees of RAPP - young employees who are also given the opportunity join the company, just like their parents.
Kumparan.com recently had the opportunity to speak with three second-gen RAPP employees: Muhammad Ingga Satria (25), Rommy Endrawan (24), and Eny Chairany (33).
Read more: Children of RAPP Employees Continue Their Parents’ Legacies
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In 2016 APRIL implemented its grievance mechanism after consultation with local and international NGOs, and published its Grievance Resolution Procedure (GRP). The GRP provides external stakeholders, especially local communities, a transparent way to raise their concerns related to APRIL’s operations and those of its suppliers.
A grievance mechanism is an important element of any company’s stakeholder engagement process. It allows the company to engage continuously with stakeholders, therefore creating opportunities to prove that their concerns are taken seriously and that the company is willing to find a solution together. This process creates trust between the company and stakeholders and strengthens the social license to operate.
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I believe that when companies want to get serious about making a difference, they have to look not at only making an impact outside their walls, but also seek to spur a culture of positive change from within. Thus, I was encouraged by the recent opportunity to help launch a campaign to spark meaningful behavioural change among staff in the Royal Golden Eagle Jakarta office.
With the support of management, a small team from sustainability came together to craft an initiative to raise awareness on the issues surrounding single-use plastics.
Read more: Bringing the Plastic-Free Challenge to RGE in Jakarta