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THE AERONAUTICAL/AVIATION INDUSTRY
COMMERCIAL AIR TRANSPORT
IN THE 21ST CENTURY
Karno Barkah
Abstract
After the end of World War II commercial air transport developed and is still developing at a very rapid pace. However the basic requirements remain the same: Flight Safety, Reliability, Operation Cost, Passenger Appeal, Earning Power, Crew Work Load, Environment
Liberalization of global air transport started in 1979 and has since been followed by the rest of the world, including Indonesia. While global airlines are facing several major issues, struggling the peaks and troughs of the air transport business cycle remain. After the financial and economic crisis, Asian air transport has rebounded quite strongly in 1999. Indonesia is in this respect still left behind.
PT IPTN/PTDI is in the process of a very extensive reorganization. The performance of its after sales services in particular for the Casa 212 aircraft has seen a substantial improvement, while the support for the CN-235 needs to be reconsidered.
MRO business worldwide has become a billion dollar business. It is suggested that the Indonesian Aerospace Industry participate actively in this very lucrative global business.
Introduction
After the end of World War II, commercial air transport developed and is still developing at a very rapid pace. During the first several decade commercial air transport all over the world was very tightly controlled by governments. Deregulation of air transport started in the USA in 1979 and this deregulation concept has since spread all over the world, albeit in different forms.
Indonesia also has gradually adopted liberalization policy of the domestic commercial air transport. The national air carrier Garuda Indonesia monopoly was abolished with the operational approval of three other scheduled operators. Towards the new millenium the liberalization has been even more extended with the appearance of several more approved scheduled operators (nine scheduled operators operational already and three new operators expected to start scheduled operation soon).
In addition to the question of air transport deregulation in the face of globalization of world trade, several other issues have to be faced in the coming decade, inter alia the new technology in the field of aeronautics as well as the new CNS /ATM (Communication Navigation Surveillance / Air Traffic Management) by satellites.
The New Aeronautical Technology
Many international air transport experts predict that the 21st century aeronautical / aviation industry will be quite different from the 20th century.
But no matter how advanced is the new technology the principle design requirements for commercial air transport aircraft will always be the same and will not changed i.e. :
| a. | Flight Safety |
| b. | Reliability
- Technical Delays
- Cancellation
- All Weather Operation |
| c. | Operation Cost
- Ratio Zero Fuel Weight / Empty Weight
- Landing Weight
- Fuel Consumption
- Maintenance Cost
- Loading Technique |
| d. | Passenger Appeal
- Comfort
- Service Facilities On Board |
| e. | Earning Power
- Quick Turn-Around Time
- Cruising Speed |
| f. | Work Load for the Crew
- Fatigue |
| g. | Environment
- Noise
- Engine Emission
- Fuel Spill |
(Source : DR. Stussel - Lufthansa)
Looking back at the last decade, it appears that this New Technology has already more or less matured and without drastic surprises to be expected this coming decade. The advances in avionics (FMS - Flight Management System, FCC - Forward Facing Cockpit Crew, Glass Cockpit etc.) continued however, including FBW - Fly By Wire. The FBW system seems to be universally adopted, albeit with different design philosophies towards the flight envelope limitations (Boeing and Airbus for example)
More extensive use of composite material such as GLARE (bonded Arall - Aramit Aluminum laminates) may be expected.
The type of aircraft now current may roughly be divided into several categories :
- Wide Body Aircraft
- Narrow Body Aircraft
- Regional Aircraft (Full Jet & Turbo-Prop)
- General Aviation Aircraft (Full Jet & Turbo-Prop)
- Rotary Wing Aircraft
Very Large Aircraft (Airbus A-380 and perhaps Boeing stretch Jumbo B-747X) are already on the horizon.
The use of Twin Engine Aircraft for long haul (ETOPS) lower density routes has became very successful and important, including in the non-stop transpacific routes.
Commercial Civil Air Transport
For several years after the end of the 1991 Gulf War, most world air line companies suffered losses due to the drastic reduction in passenger and freight volumes. It was only in 1996 that break even points or even small positive margins were attained. However during the second half of the year 2000 , this positive trend seemed to reverse itself inter alia due to soaring aviation fuel cost of up to 100 %.
While during this after Gulf War period Asian air carriers were still recording positive margins, albeit very much reduced, the Asian economic and financial crises of 1997 / 1998 has severely affected some Asian airlines, in particular Indonesia, Philippines and South Korea with a decrease in air traffic of minus 20 %, minus 25 % and minus 19 % respectively.
The year 2000 saw the implementation of an extended liberalized Indonesian domestic air policy with several approvals of new entries in the domestic air transport (four new scheduled air carriers already operating, and three more new entries expected to start operating soon.) Despite the soaring aviation fuel prices Garuda Indonesia has been able to register positive margins with load factors of 70 % plus. However our national airline is still heavily burdened by a hefty debt.
Major issues facing airlines today are mainly :
These issues certainly will or are already affecting our Indonesian air carriers. Solutions must be found to face these problems in order to gain market access.
National Air Route Network - Regional Air Transport
Domestic air routes in Indonesia are still determined and developed by the Government, DGAC in accordance with the development of a national airport and navigation plan. In the future the development of air routes will also be left to national air carriers following market demands.
Air routes at present follow the basic concept of "Hub and Spoke "and may be divided into:
- Hub Primer (Primary)
- Hub Secundair (Secondary)
- Hub Tersier (Third )
The size of the hub depends on the annual passenger volume and the frequency of flights. In addition to the above hubs there are "Feeder Routes" and "Pioneer Routes".
Tourism - Air Freight
Globalization and world trade liberalization are among others enhanced by 3T - Transportation, Tourism and Telecommunication. The origin of foreign tourists to Indonesia are 39.39 % from ASEAN and 37.70 % from Asian Countries other than ASEAN (BPS statistics 1997) In other words the market access may be focussed on the Tourist Market from Asia with more than 80 % of the total tourist's arrival in Indonesia. Other international air routes may in the short term be left to non-Indonesian air carriers, since the operational cost for these routes are quite high and the competition quite rigorous. However through appropriate "Code Sharing" these markets may still be accessed and through Code Sharing the market access may still be developed.
In 1999, after the Asian financial and economic crisis of 1997 -1998 air traffic has rebounded quite strongly in this region, not only the passenger traffic but air freight registered an exceptional growth. Several major Asian airports registered an air freight volume of well over a million tons with a growth rate of 12 % to 33 % as compared to the previous year 1998 e.g. Hong Kong, Chek Lap Kok with 2 million tons and a growth rate of 20.4 %, Singapore Changi airport with 1.5 million tons and 16.7 % growth rate. Soekarno Hatta airport registered 284 tons in 1998 and an estimated 290 tons in 2000. Constraints for the growth of air freight (international) from Indonesia has not been fully resolved and the practice of sending our export products to Singapore by sea and only air freighted from Singapore is still continuing.
Indonesia's Aeronautical Industry
During more than 50 years - ever since the end of World War II - technological changes have succeeded one another at a very rapid pace, changing the face of world aviation in a drastic way. No other mode of transport has seen comparable changes during the same period with perhaps the only exception is the development of the Very High Speed Trains, but the application of this technology, up to this day, has been limited to a very few countries.
While the initiatives of the aircraft manufacturers are still dominant in introducing new type of aircraft. To day very extensive market research is conducted before the launching of new types, involving all concerned parties i.e. banking or financial institutions, governments, airlines, airports and the environment.
With the booming of the aeronautical industry in the 1980's and vigorous economic growth in the Asia-Pacific Region, the Asia-Pacific Region could not be left behind for long. A great and sustained effort was made to capture an important piece of this aeronautical market pie. The policies adopted to achieve this goal differ from one country to the other. Singapore emphasizes services (aircraft and aircraft components maintenance) and this included modernization of older aircraft (military). South Korea has passed a law on the development of its aeronautical industry including policies on "Off Set". China with its advanced military industry has plunged head on into the civilian market i.e. modification / modernization of civilian commuter aircraft, the construction under license of the MD-80 airliner (some 80 aircraft completed and operational domestically)
Indonesia's policy of "Technology Oriented" focused on acquiring and mastering the aeronautical technology. The establishment of a modern and advanced aeronautical industry (PT. Dirgantara Indonesia, formerly IPTN) was completed. An aeronautical industry however, like any other industry, must be market oriented if it is to survive. The development of new aircraft including the supporting R & D is a very expensive undertaking, making it necessary to produce and sell several hundreds of aircraft in order to break even. Even with massive government financial support, the industry can not survive if it can not sell its product to reach the break even point.
Indonesia is a very vast territory. It needs several different categories of aircraft for its domestic routes. However, the total number of aircraft in each category is very limited,. The problem faced in the past and today was and still is a diversified production at relatively small volumes with very limited export market penetration. The sale of the Indonesian aeronautical products seems to be dependent and dominated by political government (Indonesian and foreign) decisions. The Indonesian military establishment and the state-owned air carriers are guaranteed customers, but the domestic market as a whole is too small to support the volumes required. The domestic demand is not large enough by itself to support the production of a new aircraft. An export oriented aeronautical industry is therefore a must.
In terms of product development IPTN has pursued a very clear strategy with excellent technical results. That strategy has been to evolve from production of aircraft under license, to co-design and co-production to its present position as the sole designer and producer of new aircraft (N-250) This strategy seemed to be counter to the accepted trend elsewhere. Nearly all aircraft manufacturers are seeking "Risk Sharing Partners" to share the financial burden and the risk of new aircraft development or are merging / selling their manufacturing companies. One of the result of "going alone" may be the substantial amount of time required from program initiation to roll out and to market launch.
According to a recent survey, the total global commuter aircraft market is estimated at between 2000 to 3000 aircraft over the next decades, dominated by the North American market (USA). In the 40 -80 seat and the 30 - 40 seat category the market is at present dominated by only a few types (ATR, Fokker, De Havilland, BAe, SAAB, Embraer, Bombardier.) Most of the Asian market utilizes and is dominated by locally produced commuter aircraft. (Y-7 in China, BAe-748 in India, BN2 in the Philippines, Nomads in Thailand, YS-11 - now discontinued production - in Japan). This situation may change in the future with liberalization of domestic markets to new start-ups and the limited capacity of local production. The full jet aircraft commuter are now the preferred type, at least in North America. ATR and Embraer are or will be present very soon in the Asia-Pacific market.
The N-250 aircraft will be competing in a very crowded market, with aircraft having a significant launch time advantage and with manufacturers who have produced great numbers of aircraft placed in actual carrier operation. New types of aircraft, including improved performance versions of existing ones are at present undergoing final certifications or are already replacing older ones. A very aggressive marketing effort will have to be pursued by IPTN / PT DIRGANTARA to capture a reasonable place in the commuter market. In this context, the CN-235 seems to be a product characterized by slow sales.
Outsourcing - Maintenance / After Market Service
Outsourcing aircraft and aircraft components by airlines to third parties has today become a multibillion dollar business. The reason is the high growth rate in new aircraft acquisitions (replacement of older aircraft and expansion of the fleet), the high investment cost in equipment to increase its maintenance capability. A substantial number of new start-ups are also unwilling to invest in heavy maintenance equipment.
Third party maintenance organization (MRO - Maintenance, Repair, Overhaul) may be :
- Specialized MRO's
- Airline companies with excess capacity in maintenance
- Original Equipment Manufacturer (OEM - Boeing, Pratt & Whitney)
MRO's in Asia-Pacific
Principal MRO's in the Asia-Pacific Region are the following :
- Air New Zealand Engineering Services
- JAL - Engineering and Services Department
- KAL - Engineering Service
- SIA - Engineering Co. Pte. Ltd. - Lufthansa, Air China.
- Qantas Engineering and Maintenance
- AMECO - Beijing - J.V. Lufthansa, Air China.
- HAECO - Hongkong.
Singapore Technologies Aircraft Services (SASCO) - Subsidiary of Singapore Technologies Aerospace.
TAECO - Taiko (Xiamen) Aircraft Engineering CO.Ltd.
J.V. - HAECO, CPA, SIA, JAL, Boeing, CAAC (Civil Aviation Admin. of China) - Gagi Intern'l Airport, Xianmen.
GAMECO - Guangzou Aircraft Maintenance Eng. Co J.O. Southern China, Lockheed Martin, Hutchinson Whampos
Opportunities for Indonesia (After Market Sales)
Indonesian MRO,s are :
GMF - Garuda Maintenance Facilities - International approved MRO facilities for several types of aircraft and engines.
UMC - IPTN, Bandung : Engine Overhaul (Garrett. GE CFM, P&W/PWC/RR)
MMF - Merpati Nusantara Maintenance Facilities, Surabaya - Limited capability
IPTN/PTDI - Aircraft Services (Fixed and Rotary Wing)
INDOPELITA - Aircraft Services (Fixed and Rotary Wing)
In addition to the above there exists a sufficient number of "Approved Repair Stations " holders of approval certificates by the Indonesian DGAC (Directorate of Certification and Airworthiness) :
| a. | Airframe (fixed wing or rotary wing) | 12 repair stations |
| b. | Engines | 13 repair stations |
| c. | Electronic and radio apparatus, Instrument and accessories | 21 repair stations |
| d. | Special Services and Special components | 15 repair stations |
The capabilities of these repair stations are however still limited (All Up Weight for airframes), the type of engines or the type of the aircraft components and the type of (approved) work to be performed.
A concentrated effort must be made to be able to participate in this very lucrative global MRO market. Many constraints still has to be overcome, more capital investment in additional needed maintenance and repair equipment, custom clearance, the non-existence of bonded warehouses, credit facilities to would be clients and not the least the investment in human resources.
Note : SIA Engineering estimated that 25 % of the total volume of work are third party work
After Sales Service
To ensure the sustainability of a product, after sales services is an essential part for any industrial product and this especially true for aeronautical products. It involves an extensive range of activities in support of the product. In general it is to ensure the continuing airworthiness of the product (SB's, AD's etc.) and it includes recalling of defective components if deemed necessary (examples: ATR recall of cracked wing spars, Boeing recall of rudder CPU).
One may recall the difficulties experienced by our national air carrier in the first few years of introduction of Airbus A-300. It took Airbus some time to correct and to improve its after sales organization. The difficulties encountered may be briefly summarized as follows :
Technical publications are not accurate and deviate from the actual aircraft systems in service
Spare parts does not in many cases conform to the standards and difficulties are encountered in the installation of these parts.
Modifications of components did not reach the operators in time resulting in an important stock of obsolete parts.
In an industry where procedures have to followed strictly according to the books, non conformity of documents may cause great difficulties with the operators
These same difficulties are encountered by CN-235 commercial air carrier operators and to this day these difficulties do not seem to resolved and one may add that technical difficulties encountered and or proposals by the carrier to solve problems were very much delayed on the part of IPTN to comment and or to approve.
Workshop support by IPTN/PTDI at present are considered satisfactory by the majority of national operators, in particular the support by UMC. (Garrett & G.E. engines) This is in contrast with for example the relocation of the overhaul facilities of the P&W JT8D engines from Kemayoran to Bandung a few years ago, which were not very satisfactory
Parts support for non-IPTN/PTDI products are considered quite good (IPTN/PTDI Sub-contract Division)
Summarizing :
Support for the Nurtanio-Casa 212 Aviocar is considered good. (aircraft components, engine HSI, engine overhaul) Utilization of this type of aircraft is very good for around, 120 hrs - 150 hrs per aircraft per month. Still some operators prefer their engine HSI and engine overhaul to be done outside of Indonesia. The conditions offered are most probably much more favorable (Turn Around Time, Credit Facilities, Reasonably Competitive Price). It should be noted that propeller overhaul still can not be done in Indonesia.
Difficulties still exists up to the present time (time of this writing) with the CN-235 aircraft. All civilian registered CN-235 are at present grounded mainly due to a serious corrosion problem, still to be resolved. Corrosion remains one of the serious problems encountered in commercial aircraft operations today and each main aircraft manufacturer issues a special program, some times called "aging aircraft" program. It consists mainly of required more or less extensive periodical inspection depending on the time (calendar) or on the total number of cycles.
Referring back to our national air route and our regional air transport system the question may be asked as to whether PT DI is still willing and capable to continue to support the development of our domestic and regional air transport. PT DI is in the process of an extensive restructuring program and the production of aircraft (fixed wing) are at the present time practically at a stand still. Casa 212, Aviocar may already be categorized as aging aircraft in need of replacement, while CN-235 needs a safety audit in particular an extensive corrosion inspection program
After Market Service
As mentioned above the prospect of MRO organizations in the after market business are excellent and growing in the present decade. From the point of view of man power capability, equipment and hangar space, several Indonesian MRO's should be ready to participate and to compete in this lucrative global after market service. To mention some : Garuda GMF, PT. Nusantara Turbin Propulsi (NTP), INDOPELITA.
A few years ago in a seminar it was suggested, inter alia, that engine overhaul be left to the capabilities of the air carriers (Garuda), but support in the repair of engine components is required and this could well be the role of NTP. The amount of repair of gas turbine components is well known to be quite extensive as compared to piston engines. Today with the new technology and innovations, turbine engine component repair is even more extensive and the slogan "repair and not replace" has become quite common.
Another developments are the PMA's, Product Manufacturing Approval i.e. manufacturing of parts by organization other than the original equipment manufacturers and approved by the competent authority i.e FAA in the USA. PMA may be a field of possible and profitable activity for Indonesia especially for (PTDI).
The New paradigm of the Indonesian Aerospace
One of the restructuring demand of IMF was the liquidation of inter alia PT. IPTN. However the Indonesian Aerospace Industry (PTDI) was and still is considered as essential in the (technology) development of modern (industrial) Indonesia.
What is the vision of the Indonesian Aerospace for the future ?. The short term problem is to assure the survival of PT Dirgantara Indonesia (PTDI). However as equally important is the expectation of the aviation world in the next 10 to 20 years ahead.- the long term vision - and what is the expected role of the Indonesian Aerospace in this projected aviation world, global, regional as well as domestic. Important are the expected needs and demands of the Indonesian Aviation Industry : capacity needs in available passenger kilometers, aircraft operational cycles, size of aircraft fleets, type of aircraft, number of air operators etc.
It must be admitted that the present condition in Indonesia (continuing economic and financial crisis, the political instability and the coming liberalization of air transport including full "Open Sky"- AFTA year 2003) makes it very difficult to accurately predict the future. For example, the present expansion of the Indonesian domestic air transport - with the entry of several new air carriers - seems to be based more on the availability of 2nd hand aircraft and the financial capability of the new entries, rather than on a realistic market appreciation. The secondary routes (feeder and pioneer) are completely neglected.
The conventional extrapolation of past data may not be sufficient and a more sophisticated scenario approach may be necessary.
It may be observed that in the past the market oriented factor was rather weak. The design of CN-235 seemed to be based on a simple formula of filling the gap between C-212 and the Transall aircraft, thus avoiding competition in the very crowded commuter market.
As said before, the CN-235 is characterized by very slow sales. The reason that PTDI did not succeed well in selling the CN-235 in greater numbers may be attributed, partly, to a weak after sales support system or organization for the aircraft type.
After the CN-235 program the competition (and or market) was not sufficiently assessed as a factor of the feasibility and workability of the next program of development in order to be able to compete with the existing establishment. This should have included an analysis on the type of aircraft expected to be operating. Extending the CN-235 program to include modifications and upgrades should have been under taken, that is if the CN-235 aircraft was considered successful in fulfilling the needs at the time, and sustainability of the product is desired. Instead the N-250 aircraft development was taken as the priority program (to replace the CN-235 ?), trying to compete in a very crowded market. PTDI as a young and relatively unknown upstart in the commuter market was doubly handicapped to enter into a competition with bigger well established names.
It is arguably better to stay with CN-235 (or C-212 for that matter) with modifications by adjusting performance and capacities to the growing needs and markets
It can be observed that the vision of the Indonesian Aerospace Industry (PTDI) was originated in the concept of technology acquisition by leapfrogging, using aerospace as the vehicle. This was not necessary wrong, as in the late seventies, the oil boom made this expensive approach possible. Note that today's environment to jump into the future necessitates an availability of creative manpower in science and technology. Examples : South Korea Institute of Technology, Singapore, where a massive government sponsored program is underway to change the human resources and workforce structure from services into a creative knowledge information workforce, special immigration facilities by several advanced countries (Germany, Australia etc.) to science, mathematical and technology graduates to immigrate to those countries.
Without a vision it is difficult to design a strategic initiative, a mission and mission objectives and goals. Once we have vision on an expected work-environment the next step is to define a goal, which should be workable, achievable, and reachable within the time span allocated. One must realize that a common trait of today's globalization of industries requires a capability to adapt and adjust to a fast changing environment.
The Indonesian management decision making to day seems to be still based on a top down hierarchical approach, while in the new IT environment, management, decision making is non-hierarchical and employees at all levels of management participate in real time in the decision making process. If this is true, then a dramatic change of nowadays Indonesian management culture is needed.
This new concept of management in the IT environment necessitates the availability of company or industrial data and information base , easily accessible to all who are in the decision making loop, whether managerial, operational or in the design and manufacturing levels of the industrial process.
This will demand a lean organization and management, where creative decision making capability is a must. It will mean an organization or corporate culture, where transparency and trust are the main ingredients for decision making within a corporation information data base and network, an information technology creation and communication system. This information network to be available to all decision makers at all layers of management. This also means a fundamental change of the close and conservative Indonesian society culture into an open transparent and innovative global structure.
Knowing the financial status the PT Dirgantara Indonesia is in today, it may be arguable to say that the present organization looks somewhat unrealistic. How much investment is still needed to maintain PTDI today's capability ? The structure of organization and management is very broad based and unfocused. Quite a number of top managers managing strategic business units, profit centers, resource centers, subsidiary and corporate function, all managed by a top management team. It does not mean it can not be done, but it should be realistically planned, based upon common sense and taking into consideration the opportunities and limitations in time, capital and human resources
An alternative interim program for the short and medium term may be the development of potential profit centers with less risk rather than a complete aircraft design and manufacturing company :
A program to maintain a minimum workforce of experts and skilled people in the design and manufacturing to work on the design and manufacture of parts and components as a sub-contractor or as a risk partner.
To develop capability as an approved and certified aircraft parts and component manufacturing industry and or supplier.
To develop a modification and upgrading capability for both PT DI manufactured aircraft and other types (e.g. SBU - IAe-Interiors)
To develop a full fledge MRO capability for aircraft (PT DI produced aircraft and other aircraft - fixed and rotary wing - SBU Aircraft Services)
In this context the very valuable capability of PTDI in the field of Information Technology must somehow be maintained. The change in attitude during the last few years of PTDI personnel towards customer's service and customer's satisfaction, as reported by several operators, can only be lauded and should be fully encouraged.
Final Remarks
Some of the data presented was gathered from interviews with several domestic operators. However the opinions offered are the sole responsibility of the author. These opinions may not be necessary correct. The author does not pretend to be an expert in the management or the development of an aeronautical industry and the thoughts put forward are the results of close observations, taking into considerations the developing trends in the global, regional and domestic markets, in particular the MRO aspect of the aviation business.
The opportunities to be an important player in the MRO business are wide open for our domestic MRO organizations, not the least for PT Dirgantara Indonesia (IAe).
***
Biodata
Karno Barkah
Birth, 26 December 1922, Married, with 3 children. Education : M.I.T. Massachusetts Institute of Technology, Cambridge, Mass. USA. Msc. in Mechanical Engineering, 1956 - S2. Career : 1943 - 1948 Indonesian Railways; 1948 - 1954 Indonesian Air Force; 1954 - 1986 Air Communication,Ministry of Communication; 1957 - 1963 Chief Airworthiness Division; 1963 - 1968 Director of Civil Aviaton (DCA); 1968 - 1976 Permanent Representative of Indonesia on the ICAO Council, Montreal, Canada; 1976 - 1980 Secretary, DGAC; 1980 - 1984 Director, Project Jakarta International Airport, Cengkareng Jakarta; 1984 -1986 President Director,Jakarta International Airport Soekarno-Hatta; 1987 - Consulting Engineer Advisor, Aeroport de Paris. Other Activities : 1983 - 1994 Chairman, Indonesian French Chamber of Commerce and Industry; 1979 - Chairman, Association of Indonesian Engineers for Aeronautics and Aero Space; 1990 - 1995 Chairman, Department of Aeronautics, Institute of Technology for Aeronautics and Aerospace (STTD); 1959 - 1963 Senior Lecturer, Bandung Institute of Technology (ITB); 1963 - 1968 Deputy Director General, National Institute for Aeronautics and Aerospace (LAPAN); 1963 - 1965 Member National Research Council. (Dewan Riset Nasional); 1968 - 1972 Member, People’s Consultative Assem-bly (MPRS); 1992 - Visiting Lecturer, Institute of Techno-logy, Bandung (ITB), University of Indonesia (UI), Pancasila University. Publications : Scientific Papers and Reviews on Aeronautics, Air Transport, and Airport Development, presented both in Indonesia and abroad (Washington DC, Paris, Kuala Lumpur, Singapore).
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