Internalization and Initiative Implementation of Work Culture Throughout 2023, BRI carried out several initiatives and internalized work culture through development in accordance with the BRI One Culture framework. BRI One Culture aimed to form a performance driven culture (performance-based corporate culture) to encourage productivity which impacted optimal business performance. There were 4 (four) main areas in the implementation and internalization of BRI One Culture to create a Performance Driven Culture, which consisted of: Competence & Skill Development Promoting Role Model “I am Capable” “I See It” BRIONE CULTURE “I Have System” Management System 4 “I Understand” Strengthening BRI Values 1 3 2 Namely the company provided tools and a monitoring system in terms of managing Work Culture so that it could be more systematic. BRI’s focus was on building a culture management system in terms of policies, business processes, control systems or performance measurement systems. The existence of this system was expected to encourage BRI personnel towards behavior that is in accordance with BRI’s Core Values. Became the development of employee skills and competencies and material related to the internalization of Work Culture integrated in every Employee Development Program (BFLP, BLDP, BGLP, and others). BRI focused on efforts to develop competencies and skills, to ensure that the competencies of leaders and employees were aligned with BRI’s Work Culture (Culture Fit). With the Coordinating Culture Agent and Culture Agent led by all business unit leaders as BRI Culture Leaders who were able to become role models and serve as examples and role models for all Employees. Every Insan BRILiaN understood the company’s core values and behaviors. BRI focused on internalizing and strengthening core values and work culture artefacts. With the internalization of the main values, it was expected that each business unit could be led by a leader who cared about the internalization of BRI’s work cultural values to shape the actions and behavior of employees in accordance with BRI’s Core Values. 1. Strengthening BRI Values: every Insan BRILiaN understood the company’s core values and behaviors. BRI focused on internalizing and strengthening core values and work culture artefacts. With the internalization of the main values, it was expected that each business unit could be led by a leader who cared about the internalization of BRI’s work cultural values to shape the actions and behavior of employees in accordance with BRI’s Core Values. 2. Promoting Role Model: with the Coordinating Culture Agent and Culture Agent led by all Business Unit leaders as BRI Culture Leaders who were able to become role models and serve as examples and role models for all Employees. 3. Competence & Skill Development: became the development of employee skills and competencies and material related to the internalization of Work Culture integrated in every Employee Development Program (BFLP, BLDP, BGLP, and others). BRI focused on efforts to develop competencies and skills, to ensure that the competencies of leaders and employees were aligned with BRI’s Work Culture (Culture Fit). 4. Management System: namely the company provided tools and a monitoring system in terms of managing Work Culture so that it could be more systematic. BRI’s focus was on building a culture management system in terms of policies, business processes, control systems or performance measurement systems. The existence of this system was expected to encourage BRI personnel towards behavior that is in accordance with BRI’s Core Values. PT Bank Rakyat Indonesia (Persero) Tbk. 2023 Annual Report 419 Business Support Functions Overview
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