Hasil nyata — diverifikasi, didokumentasikan, dapat dipertanggungjawabkan.Real outcomes — verified, documented, accountable.

KonteksContext

Sebuah grup pertambangan nasional berinvestasi USD 1.2 miliar untuk smelter nikel terintegrasi di Sulawesi sebagai bagian dari hilirisasi. Tantangannya: membangun tata kelola operasional, kerangka HSE, sistem ESG, dan kesiapan IFRS S1/S2 — semuanya pada tahap konstruksi, sebelum operasional dimulai.A national mining group invested USD 1.2 billion in an integrated nickel smelter in Sulawesi as part of downstreaming. The challenge: building operational governance, HSE framework, ESG system, and IFRS S1/S2 readiness — all during construction phase, before operations start.

Pekerjaan KamiOur Work

Tim multidisiplin Liceo (12 profesional) selama 18 bulan: merancang struktur tata kelola, menyusun manual SMK3 dan AMDAL implementation plan, mendirikan sistem akuntansi karbon (Scope 1, 2, 3), dan menyiapkan laporan keberlanjutan berbasis GRI dan SASB Metals & Mining yang siap menghadapi limited assurance auditor.A Liceo multidisciplinary team (12 professionals) over 18 months: designed governance structure, drafted SMK3 manuals and AMDAL implementation plan, established carbon accounting system (Scope 1, 2, 3), and prepared GRI and SASB Metals & Mining-based sustainability reports ready for limited assurance.

HasilOutcomes

• Persetujuan due diligence ESG dari 3 lembaga keuangan internasionalESG due diligence approval from 3 international lenders
• Sistem akuntansi karbon mendapat limited assurance auditor Big FourCarbon accounting system received Big Four limited assurance
• Operasional dimulai sesuai jadwal dengan SMK3 yang fully compliantOperations started on schedule with fully compliant SMK3
• Zero major safety incidents selama 12 bulan pertama operasiZero major safety incidents in first 12 months of operations

KonteksContext

Bank menengah dengan 280 cabang nasional memiliki core banking warisan dengan kustomisasi tinggi yang menjadi penghambat inovasi produk. Setiap perubahan butuh 6–9 bulan; biaya operasional meningkat 18% per tahun; auditor mempertanyakan kontrol perubahan.A mid-tier bank with 280 national branches had a legacy core banking with heavy customization that bottlenecked product innovation. Each change took 6–9 months; operating costs grew 18% per year; auditors questioned change controls.

Pekerjaan KamiOur Work

Selama 24 bulan, Liceo bekerja bersama tim internal bank: arsitektur target dirancang berbasis layanan, migrasi data bertahap dengan strangler pattern, modernisasi integrasi via API gateway, dan implementasi DevSecOps dengan kontrol perubahan yang lulus standar audit OJK. Migrasi dilakukan tanpa downtime untuk transaksi nasabah.Over 24 months, Liceo collaborated with the bank's internal team: service-based target architecture designed, phased data migration via strangler pattern, integration modernization via API gateway, and DevSecOps implementation with change controls passing OJK audit standards. Migration completed with zero customer-facing downtime.

HasilOutcomes

• Waktu rilis fitur turun dari 6–9 bulan menjadi 4–6 mingguFeature release time dropped from 6–9 months to 4–6 weeks
• Biaya operasional teknologi turun 27% pada tahun pertamaTech operating costs reduced 27% in first year
• Audit OJK 2024 selesai tanpa temuan signifikanOJK 2024 audit closed with no significant findings
• Aplikasi mobile peringkat App Store naik dari 2.8 ke 4.6Mobile app store rating rose from 2.8 to 4.6

KonteksContext

Produsen komponen otomotif tier-1 dengan tiga pabrik di Jawa Barat menghadapi unplanned downtime yang merugikan, terutama pada mesin stamping dan welding kritis. Setiap jam downtime senilai ~USD 8.000.A tier-1 automotive component manufacturer with three West Java plants faced costly unplanned downtime, especially on critical stamping and welding machines. Each downtime hour cost ~USD 8,000.

Pekerjaan KamiOur Work

Liceo merancang dan mengimplementasikan platform predictive maintenance: instalasi sensor vibrasi, akustik, dan suhu pada 84 mesin kritis; pipeline data ke lakehouse berbasis cloud; model machine learning yang dilatih ulang setiap minggu; dashboard untuk maintenance crew dan eksekutif. Termasuk pelatihan 24 teknisi dan tata kelola model AI yang dapat diaudit.Liceo designed and implemented the predictive maintenance platform: vibration, acoustic, and temperature sensors on 84 critical machines; data pipeline to cloud lakehouse; weekly-retrained ML models; dashboards for maintenance crews and executives. Includes 24-technician training and auditable AI model governance.

HasilOutcomes

• Unplanned downtime turun 64% dalam 12 bulanUnplanned downtime reduced 64% in 12 months
• Biaya pemeliharaan turun 31% — tanpa mengurangi reliabilitasMaintenance cost reduced 31% — without sacrificing reliability
• Payback investasi tercapai dalam 9 bulanInvestment payback in 9 months
• Praktik kemudian direplikasi di 4 pabrik lain dalam grupPractice subsequently replicated across 4 sister plants

KonteksContext

Perusahaan energi terbuka yang baru go-public membutuhkan fungsi audit internal yang independen, kuat secara metodologi, dan siap menghadapi audit eksternal Big Four serta inspeksi BPK. Tantangan tambahan: integrasi dengan budaya birokratis yang sudah berdiri puluhan tahun.A recently-listed large-scale energy corporation needed an independent internal audit function, methodologically robust, and ready for Big Four external audits and BPK inspections. Additional challenge: integration with a decades-old bureaucratic culture.

Pekerjaan KamiOur Work

Tim Liceo selama 14 bulan: penyusunan internal audit charter, audit universe, perencanaan audit berbasis risiko, eksekusi 12 audit perdana, pendirian ICOFR (Internal Control over Financial Reporting), dan pelatihan 18 auditor internal hingga sertifikasi CIA. Knowledge transfer dilakukan secara terstruktur dengan masa pendampingan 6 bulan.A 14-month Liceo engagement: drafting internal audit charter, audit universe, risk-based audit planning, executing 12 inaugural audits, establishing ICOFR, and training 18 internal auditors through CIA certification. Knowledge transfer was structured with a 6-month mentoring period.

HasilOutcomes

• QAIP eksternal mengonfirmasi conformance dengan IIA StandardsExternal QAIP confirmed conformance with IIA Standards
• Auditor eksternal mengandalkan kerja audit internal pada 38% pengujianExternal auditor relied on internal audit work for 38% of testing
• Tidak ada temuan ICOFR yang dikategorikan material weaknessNo ICOFR findings classified as material weakness
• 18 auditor internal tersertifikasi CIA dalam 18 bulan18 internal auditors CIA-certified within 18 months

KonteksContext

Perusahaan distribusi listrik regional menghadapi ekspektasi investor strategis untuk pelaporan iklim berbasis ISSB, sekaligus regulasi domestik yang mengarah ke perdagangan karbon. Mereka belum memiliki inventaris emisi yang dapat diaudit.A regional power distribution company faced strategic investor expectations for ISSB-based climate reporting, alongside domestic regulations leading to carbon trading. They lacked an auditable emissions inventory.

Pekerjaan KamiOur Work

Selama 9 bulan, tim ESG Liceo menyusun inventaris emisi Scope 1, 2, 3 per GHG Protocol; mendesain analisis materialitas ganda; menyusun skenario iklim sesuai panduan TCFD; merancang roadmap dekarbonisasi dengan target sains; dan melatih tim internal untuk pelaporan tahunan berkelanjutan.Over 9 months, Liceo's ESG team built Scope 1, 2, 3 emissions inventory per GHG Protocol; designed double materiality assessment; developed climate scenarios per TCFD guidance; designed science-based decarbonization roadmap; and trained internal team for ongoing annual reporting.

HasilOutcomes

• Laporan iklim pertama selesai dan menerima limited assurance auditorFirst climate report completed with limited assurance
• Target sains 30% pengurangan Scope 1+2 pada 2030 disetujui boardBoard-approved SBT for 30% Scope 1+2 reduction by 2030
• Tim internal mampu menyusun laporan tahun berikutnya tanpa konsultan eksternalInternal team capable of next year's report without external consultants
• Investor strategis mengonfirmasi kepercayaan; PMA fase 2 diumumkanStrategic investor confirmed confidence; PMA phase 2 announced

KonteksContext

Distributor F&B dengan jaringan ke 24 provinsi mengalami stockout berulang di area Timur Indonesia. Akar masalahnya: kurangnya visibilitas inventaris real-time dan lead time logistik yang tidak diprediksi dengan baik. Kerugian penjualan diperkirakan 4–6%.A national F&B distributor serving 24 provinces had recurring stockouts in Eastern Indonesia. Root causes: lack of real-time inventory visibility and poorly forecasted logistics lead times. Sales loss was estimated at 4–6%.

Pekerjaan KamiOur Work

Implementasi WMS terintegrasi pada 18 DC utama; sensor IoT untuk truk pengangkut & kontainer; model demand sensing berbasis ML; integrasi dengan sistem ERP, TMS, dan platform e-commerce. Termasuk reorganisasi S&OP menjadi proses bulanan dengan partisipasi dari sales, supply, dan keuangan.WMS implementation at 18 primary DCs; IoT sensors on hauling trucks & containers; ML-based demand sensing models; integration with ERP, TMS, and e-commerce platform. Includes S&OP reorganization into monthly process with sales, supply, and finance participation.

HasilOutcomes

• Stockout di Timur Indonesia turun 71%Eastern Indonesia stockouts reduced 71%
• Lead time rata-rata turun 26%; biaya pengiriman per ton turun 12%Average lead time reduced 26%; shipping cost per ton reduced 12%
• Inventaris obsolescence turun 38% dengan kebijakan ABC analysis baruInventory obsolescence reduced 38% under new ABC analysis policy
• NPS dari toko ritel pelanggan naik dari +14 ke +52Retailer-customer NPS rose from +14 to +52