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Back NEWS REPUBLIC of INDONESIA No. 1660, 2013 the MINISTRY of Defense. Communication. The crisis. The management. The guidelines.
REGULATION of the MINISTER of DEFENCE of the REPUBLIC of INDONESIA NUMBER 41 by 2013 ABOUT CRISIS COMMUNICATIONS MANAGEMENT GUIDELINES of the ENVIRONMENT MINISTRY of DEFENSE with the GRACE of GOD ALMIGHTY the DEFENSE MINISTER of the REPUBLIC of INDONESIA, Considering: a. that the current Defense Ministry does not yet have guidelines or a guide to organizing a crisis communication can help the leadership and all employees in order to prevent and resolve crises that occur in the environment of the Ministry of defence;
b. that, in order to prevent and overcome the crisis so that the Ministry of Defense not to lose direction and control in crisis communication, need the rules as guidelines or guidance in the management of crisis communication, in order to prevent the problems that appear to be larger and minimize risk;
c. that based on considerations as referred to in letter a and letter b, need to set rules of Defense Minister about the Crisis Communications Management Guidelines in the Environment Ministry of Defense;
Remember: 1. Regulation of the Minister of defence of number 16 in 2010 about the Organization and the work of the Ministry of Defense (news of the Republic of Indonesia year 2010 Number 469);
2. Regulation of the Minister of Defence No. 14 in 2011 about the standards of information service in the defence of the Environment Ministry of Defense (Republic Indonesia in 2011 Number 469);
Decide: define: REGULATION of the MINISTER of DEFENSE of the GUIDELINES of the ENVIRONMENTAL CRISIS COMMUNICATIONS MANAGEMENT of the MINISTRY of Defense.
CHAPTER I GENERAL PROVISIONS Section I the sense of article 1 In this ministerial regulation is: 1. The organization is the Ministry of defence as the Government agency that runs one of the functions of Government in order to realize a unified defense of the country in order to achieve the objectives of national. 2. Ministry of Defense hereafter referred to Kemhan was executing governmental functions in the field of Defense.
3. the officials of the Ministry of Defense hereafter referred to Kemhan Employees are civil servants (CIVIL SERVANTS) and the Indonesia national armed forces (TNI) deployed in the environment of the Ministry of Defense.
4. The crisis was a great event that is unexpected, potentially can negatively affect, which may threaten the integrity, reputation or the sustainability of an organization or of the public.
5. Crisis Communication is communication that uses all the existing Communication equipment, in order to maintain and strengthen the Organization's reputation in the long term and at a time when the organization is in danger.
6. Crisis communications management is the handling of the crisis in communication activities ranging from pre crisis stage (stage pre crisis), stage warning (warning phase), the acute phase (acute phase), the clean up stage (stage of cleaning) and the stage of post crisis (the post-crisis stage).
7. Crisis Communications Manager is the team who manage the process of handling a crisis communication consists of several officials of the related internal and external organizations.
8. Crisis Communications Team is a group formed to manage and handle crisis communications, headed by Kapuskompublik.
9. The organization's Crisis is an event special, unpredictable and happen over time resulting in uncertainty as well as ongoing in the Organization so that it could become a threat to the main objectives of the organization. 10. The public is a group of people who have the same interest and attention towards something.
11. Internal Media publication is using media that is specifically made by the Organisation for the environment (internal).
12. Stakeholders groups or individuals who support needed for the welfare and survival of the organization.
The second part of the goal and purpose of article 2 (1) the intention of the drafting of the regulation of the Minister of Defense is to give an overview of the crisis communications management in an environment of Kemhan, so that its implementation is managed optimally, effective, and efficient in order to minimize the impacts/risks to errors in the management of crisis communication that may occur.
(2) the purpose of the preparation of guidelines on communications management crisis in this Kemhan environment, in order to become a reference and a guide in establishing and developing crisis communications management in an environment of Kemhan.
The third part of article 3 Scope the scope of the regulation of the Minister of Defense of the guidelines of the environmental crisis communications management Kemhan include this type of crisis, factors affecting, the stages of the crisis, and a crisis communications management.
CHAPTER II TYPE of CRISIS is considered Part of the crisis based on the time article 4 (1) time-based Crisis consists of: a. The exploding crisis;
b. The immediate crisis;
c. The building crisis;
d. The continuing crisis; and e. The sudden crisis.
(2) The exploding crisis as referred to in paragraph (1) letter a is something that happens outside the customs, for example fire, accidents or events that can easily be categorized and identified which have a direct impact.
(3) The immediate crisis as referred to in paragraph (1) letter b is the incidents that make the organization is shocked, but there is still time to prepare a response and anticipation towards the crisis, for example, public opinion/persons who oppose government policies related to Kemhan.
(4) The building crisis as referred to in paragraph (2) Letter c is a crisis that is going on, in the process of completion and anticipated responses, for example the crisis that occurred during the process of negotiation with parties related subject matter that occurs in Kemhan.
(5) The continuing crisis referred to in subsection (1) the letter d is the crisis experienced by the Organization are chronic and require a long time to emerge into a crisis and may not even be known at all, for example the issue of a security issue that could potentially be a threat nationally.
(6) of The sudden crisis as referred to in paragraph (1) the letter e is the crisis that happened suddenly described as an interference in the organisation that occur without warning and may generate news, for example news impacting on Kemhan personnel, stakeholders, the public and the image of Kemhan.
The second part of crisis management article 5 (1) crisis management consists of: a. a financial crisis;
b. Crisis Pr; and c. the crisis strategy.
(2) the financial crisis as referred to in paragraph (1) letter a is the crisis that occurred because the problem of the allocation of budgets and the flow of funds in support of the work programme Kemhan, among other things because of the delay in the disbursement of the budget of a program of work on work/Units Of work Kemhan.
(3) Pr Crisis as referred to in paragraph (1) letter b is the crisis that occurred because of negative news coverage which then affect the Organization, among other things because of the news coverage in the media or outstanding issues potentially affecting personnel or organization image Kemhan.
(4) the crisis of the Strategy referred to in paragraph (2) Letter c is a change that occurs at the stage of the process activities that will be/is being done by the Organization so that resulted in disruption of the achievement of the objectives of the Organization, among other things because there is a change on the outcome of negotiations with related parties which also change the Kemhan strategy.
CHAPTER III article 6 FACTORS AFFECTING (1) factors affecting the crisis consists of: a. Internal factors; and b. external factors.
(2) internal factors referred to in subsection (1) letter a consists of: a. irregularity management or organizational culture are negative so that inhibit the performance of the employees of the Kemhan, among others, placement officer at certain positions that do not fit between the needs of the organization with the competence of employees (educational background, expertise ability), the void in the strategic position so as inhibit the achievement of business objectives of the Organization;
b. lack of competence and potential of Knowledge, Skill and Attitude of the human resources (HR) in carrying out the tasks and functions in the Organization so that it could hinder the achievement of the objectives of the Organization, among others, some employees are in no mood to follow education, employees who are not abiding in the superior, employees who are often late in completing the tasks/jobs;
c. the failure of interactions between HUMAN RESOURCES in support of Kemhan organisation climate positive, among others, the lack of cooperation between employees or between superiors and subordinates, the occurrence of miscommunication that occur between employees or between superiors and subordinates, so that work is insufficient;
d. leadership who are not strong in crisis communication management processes so that the walking corridors and not in accordance with the provisions of the set;
e. work accident or occupational accident is an event that is unplanned and uncontrolled consequences of actions or reactions of an object, person, or radiation that results in injuries or other possibly due to, among other vehicle accidents while carrying out duty outside, shorted electrical, occurrence of fire in the workplace due to intentionally or unintentionally;
f. data and information is missing/damaged due to human error and technology in store or convey any information, among other things, the absence of a anti virus on your computer in order to protect and safeguard data stored in computers, did not carry out the update of the operating system and applications so as to create a gap for a hacker to enter/corrupt data, omission of an Administrator in the store and Sphinx organization information , The User is not using the computer matches the needs of the Organization;
g. lack of infrastructure support tasks, principal and functions, among others: 1. Technological Factors, there is still a lack of the original operating system software and is not available an adequate anti virus;
2. A factor of Alkaptor, Computer Devices and office stationery that is inadequate in terms of kuantintas and quality so as inhibit work; and 3. Factors of spatial layout of the building, in the scope of work Units that are less regular, lack of care towards the building and lack of security systems at the building.
h. illegal activities IE activities that do not fit/break the rules or statutes, among other acts of corruption, violence, wanton action, criminal action.
(3) external factors referred to in subsection (1) letter b consists of: a. public misperceptions to organizations, among other things, the submission of information that is not appropriate and accurate news coverage and media overload and not balanced;
b. the preaching of mass media that are negative towards the Organization, among other news coverage which is not in accordance with facts and obtained not from the Speaker;
c. failure of related technologies in support of cooperation to achieve the objectives of the Organization, among others, the quality of the technology that are inadequate in terms of building There;
d. social events, situations and the turmoil that occurred caused by social change, social conflict, riots, sabotage or terrorist, moral decline in society; and e. a natural disaster, a natural event which resulted in a big impact to the human population, such as floods, volcanic eruptions, earthquakes, tsunamis, landslides, droughts, wildfires and pestilence.
CHAPTER IV STAGE of the CRISIS Part One General article 7 (1) Crisis does not occur spontaneously but always starts with symptoms, either detected by the organization or not.
(2) the crisis moves from one stage to another stage, if not anticipated at an early stage, the crisis will be the more widespread and detrimental to the organization.
The second part of the phasing of the crisis article 8 (1) stage of the crisis consists of: a. the pre-launch stage crisis (pre crisis);
b. Stage Warning (warning);
c. Acute Stage (Acute);
d. stages of Clean-up (Cleanup); and e. the stage Post-crisis (post-crisis).
(2) the stage of pre-crisis (pre crisis) as referred to in paragraph (1) letter a is a condition before an environmental crisis in the Organization, but there are internal and external factors that work affects the occurrence of crisis marked by the following characteristics: a. the potential symptoms of the crisis already exist, so if it appears a small mistake, crises can occur;
b. the symptoms is not usually observed because some aspects of the organization may pose a risk; and c. the organization does not have planning facing the crisis or vice versa.
(3) the stage of Warning (warning) as referred to in paragraph (1) letter b is the most important stage in the life cycle of a crisis that has the following characteristics: a. at the time the symptoms of the crisis appears at this stage the Organization to react so that the crisis does not occur;
b. an issue for the first time recognized, the problem can be solved and ends forever or allowed to develop into a more damage or loss;
c. crisis can easily appear at this stage because of the fear of encountering problems and consider it no; and d. the reaction of the organization that is common in this stage is shocked, denies and pretended to feel safe.
(4) the Acute Stage (acute) as referred to in paragraph (2) Letter c is the phase where the crisis began to form, and started being noticed by the media, the public, or external parties related problems begin to know who has the traits of: a. the organization does not keep silent because it has already started to cause any harm;
b. various documents and modules to deal with the crisis are issued and used; and c. Officers have been given knowledge of crisis management or vice versa, if not then it is already too late for the management to initiate and resolve the problem.
(5) the Clean-up Phase (Cleanup) is the recovery phase the Organization of all damage or loss due to the crisis and save what is left that is reputable, the image of the Organization, performance, and results of the work of the organization.
(6) Post-crisis Phase (after the crisis) is the phase in which the organization is evaluating how the crisis will arise, how to deal with the crisis, and make sure the crisis would never happen again.
Article 9 If the organization can restore public confidence and can operate normally then formally it can be said the crisis has ended.
Chapter V COMMUNICATIONS MANAGER CRISIS Crisis Communication Manager is considered Part of article 10 (1) the person who manages the communication crisis in Kemhan consists of two main elements, namely: a. the management elements; and b. the communications element of the crisis. (2) the elements of management as referred to in paragraph (1) letter a in charge of handling the crisis that ensued.
(3) the communication Elements of crisis as referred to in paragraph (1) letter b are responsible for the communication activities directly addressing the crisis.
The second element of Management Article 11 elements of Management referred to in article 10 paragraph (1) letter a consists of: a. a Management Leadership that is responsible officials to allocate various resources and make the important decisions needed to solve the problem, namely the Minister of Defense and Deputy Secretary of Defense.
b. Associate Management Leadership/Implementer that is acting responsibly and provide information to Management Leadership over the event or Crisis issues that arise, as well as provide direction and orders to officials and employees supporting so that problems/crises can be controlled or overcome by good, namely the Secretary General, Inspector, Director General, head of the Agency and head of the Center.
c. Supporting Management i.e. the officials who are responsible for and provide information to the management of the Auxiliary Leadership/Managing over the event or crisis issues that arise, as well as provide direction and orders to employees so that problems/crises can be controlled or overcome by good, namely Echelon III Officials and officials of Echelon IV.
d. related parties namely party officials outside the Kemhan dealing at a time when crises occur such as NGOs, Institutions/government agencies, the Media, Stakeholders and other countries related to a particular crisis-Crisis.
The third part of the crisis Communication elements of article 12 (1) the elements of the Crisis Communication referred to in article 10 paragraph (1) letter b, also known as Team Communication crisis.
(2) Crisis Communications Team as mentioned in subsection (1) is the team that is assessing crisis situations, determine the facts and to do Division, consisting of: a. Head/Spokesperson: Kapuskom Public Kemhanb. Observer News: head of the Opinion Puskompublik Kemhanc. Institutional Liaison: head of Information Cooperation Puskompublik Kemhand. Manager: head of news coverage Preaching Puskompublik Kemhane. Trustees and administration: head of The Logistics Puskompublik Kemhan (3) Crisis Communications Team as referred to in paragraph (2) should be able to master the things pertaining to the structure: a. the officer in charge of handling crisis communications and leader;
b. the situation and conditions in the field so that it can predict things will happen next;
c. determination of the employees involved in the handling of the crisis communication;
d. strategies and crisis handling actions that need to be implemented immediately;
e. things about the crisis that is already known and anyone who already know;
f. potential crisis to the attention of the public and employees Kemhan;
g. anyone who will be affected will be the crisis;
h. response or emotion from the community and officials of the Kemhan to the crisis;
i. election of the information can be and or should not be communicated to the public or stakeholders; and j. the selection of media that will be used to deliver the message about the crisis.
(4) Crisis Communications team as mentioned in subsection (2) has the duties and responsibilities, among others: a. Crisis Communications Team, namely: 1. as the spokesman coordinating the internal organisation of Parties at the time the crisis occurred;
2. provide the development of updated information regularly to the internal organization of the communication crisis happens both inside and outside the organization via internal media; 3. hold a press conference to clarify the news or to convey the true facts;
4. become a speaker to convey messages to the public and stakeholders communication crisis;
5. provides the development of updated information regularly through press conferences to the mass media, the public and all employees of the Kemhan based on the development of the situation; and 6. a meeting with Managing Editors of Mass Media and editor in Chief of the Media.
b. Monitoring the news that is: 1. monitor the news from the mass media and social media;
2. updating the counter or clarify news externally in order Imaging;
3. making the news clippings from all media relating to the crisis so as to facilitate the submission of information; and 4. looking for facts and supporting data.
c. Institutional Liaison namely;
1. build cooperation among agencies and institutions;
2. compose the message key (key messages) in the form of Commission Chairman; and 3. disseminate information to the agency/institution concerned.
d. Regulator Coverages are: 1. preparing for the purposes of the activities of the press conference as press releases and press kits;
2. provide information regarding the crisis that occurred in an environment of Kemhan or outside the Kemhan through a form of writing news;
3. to make an appeal to all the employees of the Kemhan not to give information to anyone without the express written permission of Team communication; and 4. prepare the best available data and information in order to facilitate full communication-between Kemhan with mass media.
e. Caretaker administration and Logistics, namely: 1. prepare the supplies and equipment to support activities at Kemhan;
2. plan your budget needs handling crisis communications Kemhan;
3. setting up administrative and logistics-related crisis communication Kemhan; and 4. setting up employee Communications Team supporting the crisis Kemhan.
(5) a communication Crisis Manager Chart as tercamtum in Annex I which is part an integral part in the regulation of the Minister.
CHAPTER VI is considered part of the CRISIS COMMUNICATION MANAGEMENT pre-launch stage crisis Article 13 (1) the elements of Management referred to in article 10 paragraph (2) do the forecasting that aims to suppress the factors of occurrence of the crisis may be minimal.
(2) steps performed on the stage of pre-crisis, among others: a. draw up policies, strategies against a possible crisis happened, i.e. the MOD and Wamenhan;
b. to conduct surveillance against the handling of the crisis communication occurs, namely Itjen Kemhan;
c. anticipatory action against the possibility of carrying out crisis that occurred, i.e. the Secretariat, Ditjen, agency, and the Centre of Kemhan;
d. carry out education and training to enhance the readiness of the entire Kemhan and Kemhan Employees in the face of the crisis, namely Badiklat Kemhan; and e. carry out exercises involving the public, to be used as a means of self defense and practical preparation of the crisis increased as parameter, i.e. Badiklat Kemhan.
(3) a communication Crisis Elements referred to in article 10 paragraph (3) draw up a plan and getting prepared among others: a. establishing and developing communication systems and information networks with related parties in the form of Crisis Communication Centre, namely the field of news coverage and field Kermainfo; b. make and prepare key messages to anticipate the crisis, namely the field of opinion;
c. build identity and positive image Kemhan and supports communication activities with various related parties, i.e. Kermainfo;
d. promote societal aspects, one of which is related to the public interest, namely the field of Kermainfo; e. record the list of channels/channel available media, namely the field of news coverage;
f. setting up channels/channel or television media special radio to broadcast the events of the crisis and his preparation, namely the field of news coverage;
g. encourage media campaigns (advertising Billboard/news media) and preparing scenarios, messages and verified by the decision maker/leadership Kemhan in order to face the crisis, namely the field of opinion;
h. deliver announcements to all employees of the Kemhan for rescue personnel that are in the Kemhan environment with immediate measures in order to confront the crisis of self-protection, i.e. Kermainfo;
i. setting up alarms and special signals to anticipate crises that occur in the environment Kemhan, i.e. Kermainfo; and j. setting up the Website and Call Centre as a medium of communication in case of handling the crisis, namely the field of Preaching and Kermainfo.
The Second Stage Warning (Warning).
Article 14 (1) the most important Stage in the life cycle of a crisis, a crisis can easily arise due to excessive worrying problem of crisis and/or think of it doesn't exist. (2) a common Reaction at this stage is the reaction surprised or deny and mock feel safe.
(3) management of the Elements referred to in article 10 paragraph (2) improve coordination and undertake measures, among others: a. identify and end the threat of the crisis occurred, even though the crisis may occur without prior warning;
b. give a clear picture of the signs the threat of environmental crisis in Kemhan, with a reminder about measures to handle; c. strategy of handling crisis; and d. any Satker/Subsatker in the environment Kemhan ensure preparedness planning, human resources, supplies and equipment supporting HR, messages, other relevant agencies and partnership organizations and campaigns.
(4) Communication Crisis Elements referred to in article 10 paragraph (3) improve coordination and undertake measures, among others: a. notification of the occurrence of a crisis related to the organization before delivering your press release to the media, i.e. the field of news coverage; b. appoint a spokesperson, Speaker and mechanism in getting news sources, i.e., the head of the team;
c. evaluate the communication crisis ever implemented then re-examined, renew and prepare the required measures to face the next stage, namely the stage of acute, i.e. the head of the team; d. build public confidence, is the critical stages to build the image of Kemhan, i.e., the head of the team; and e. inform actions taken at a time when the crisis occurred, i.e., the head of the team.
Article 15 Kapuskom Public Kemhan as environmental crisis Communications Manager Kemhan in dealing with media questions are cornered, need to prepare things for the following: a. create a mechanism of managing and handling crisis communications that can be understood and presented clearly to the media;
b. answer all the questions Reporters/Journalists are diplomatically, try to avoid the answer No Comment ;
c. pay attention to the accuracy of the answers and the credibility of the Agency; and d. monitor progress news in the mass media.
Article 16 (1) of the use of communication tools, in particular pay attention to the announcements tool to be used, in the form of audio/speakers, sirens and alarms are provided.
(2) make the pocket book as a guide for Employees Kemhan in order to provide detailed information and understand the State of crisis that dihadapi.br > part three stages of Acute (acute) article 17 (1) at this stage of the crisis began to clear and discernible impact of the crisis resulted in damage/loss on such organizations as the issue is already widespread.
(2) the greatest Difficulties in handling the crisis at this stage is the intensity of the reaction to the crisis that came from different parties.
(3) management of the Elements referred to in article 10 paragraph (2) did the steps include: a. identify the beginning and ending with the onset of the crisis, although the crisis appeared without prior warning;
b. apply handling measures of the crisis (the collection of data on the onset of the crisis, reporting to internal party related organizations, accepted the leadership of the crisis handling policy, application of the handling of the crisis in the field); and c. the approach/negotiations personally or on behalf of the Organization to the impact of the crisis.
(4) Communication Crisis Elements referred to in article 10 paragraph (3) did the steps include: a. isolate the crisis as well as issues that could potentially be a crisis to avoid the more broad field of opinion;
b. Select and specify the media to be used for the handling of the crisis as seen from the source and range of khalayaknya, i.e. the field of news coverage; c. increase the intensity of communication with mass media, i.e. the head of the team;
d. recognize the speaker prepared to become spokesman for the accordance with the crisis at hand, namely the head of the team;
e. ensure the spokesman ruled the information related to the crisis, namely the head of the team;
f. the Secretary requesting approval in terms of critical questions from the media, that the head of the team;
g. setting up the whole material needs to carry out communication activities of crisis, namely the field of opinion;
h. determination of preparing messages to be communicated through press releases, news websites and counter news print and electronic media contains the latest information and supporting facts, namely the field of news coverage; i. documenting all activities, materials/material press releases, and media questions, namely the field of news coverage;
j. evaluate the appropriateness/suitability information, if there is a discrepancy between the information, namely the field of news coverage;
k. spread information and convey to the public that Kemhan has done handling to the crisis that is going on, namely the field of news coverage; b. monitor news coverage in the mass media are developing, namely the field of opinion;
d. use the crisis communication system through internal and external communication, i.e. Kermainfo; and n. doing the recording, documenting, and repair any crisis communication activities, namely the field of news coverage.
Part four-stage Clean-Up (Cleanup) Article 18 (1) is the recovery phase can be referred to as a transition stage that usually occurs after the crisis faced by the organization.
(2) the elements of Management referred to in article 10 paragraph (2) makes a crisis never occurs as learning materials to anticipate the possibility of a new type of crisis.
(3) a communication Crisis Elements referred to in article 10 paragraph (3) did the steps include: a. ensuring that the public has received information regarding learning about crisis and steps the handling of the crisis, namely the field of opinion;
b. increasing readiness in the event of similar things, with comprehensive data collection during the crisis so that it becomes a lesson for the Organization, namely the field of Kermainfo; c. providing information support in need, i.e. Kermainfo;
d. collect, study, and assess the information in the form of feedback received from the speaker or the person concerned, to be packed into a strategy for handling similar crises in the future dating, i.e. the field of opinion; e. do the clarification of/misunderstanding of the news that has been circulated to the public, i.e., the head of the team; and f. coax or invite the public in support of Government policy related to the crisis, namely the head of the team.
Part five-stage Post-Crisis (Post-crisis) article 19 (1) at this stage if the system back to normal conditions, thus formally it can be said that the crisis that occurred in the Organization had ended.
(2) the evaluation of post crisis is a good learning process because it can draw on the wisdom of what is already happened so it doesn't happen again.
(3) management of the Elements referred to in article 10 paragraph (2) did the steps include: a. making the implementation report the handling of the crisis;
b. evaluate the achievement of the performance during the crisis;
c. follow-up on good intentions to fix the crisis;
d. perfected the strategy of handling the crisis; and e. audit periodically so that the potential for the occurrence of a crisis can be identified.
(4) Communication Crisis Elements referred to in article 10 paragraph (3) did the steps include: a. establishing good relationships with internal and external parties through effective communication so that public confidence can be restored, that the head of the team; and b. publicizing some achievements through the mass media, that is, the head of the team.
(5) a communication Crisis Management Chart as listed in annex II and annex III which is an integral part of part of the regulation of the Minister.
CHAPTER VII EVALUATION of article 20 (1) Communication Crisis Manager is obligated to carry out the evaluation of the management of Crisis Communication after the onset of the crisis. (2) the results of the evaluation is input and revision to a Crisis Communication Management.
CHAPTER VIII PROVISIONS of Chapter 21 COVER Communications Crisis Management Guidelines on environmental Kemhan this be a reference and a guide in the implementation of the environmental crisis communications management Kemhan so that crisis is managed optimally, effective, and efficient.
Article 22 this ministerial regulation will take effect from the date of promulgation.
In order for everyone to know, ordered the enactment of this Ministerial Regulation with its placement in the news of the Republic of Indonesia.
Established in Jakarta on December 30, 2013, DEFENSE MINISTER PURNOMO YUSGIANTORO, INDONESIA Enacted in Jakarta on December 31, 2013, MINISTER of LAW and HUMAN RIGHTS REPUBLIC of INDONESIA, AMIR SYAMSUDDIN Attachment: bn1660-2013 fnFooter ();
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