Human Resources Management Structure The BRI Human Capital management organization consists of 2 (two) Divisions under the direct supervision of the Human Capital Director and 2 (two) Divisions under the supervision of SEVP Human Capital Strategy. The Director of Human Capital supervises SEVP Human Capital Strategy with division management divisions, namely, the Human Capital Business Partner and BRI Corporate University Division under the Director of Human Capital as well as the Human Capital Strategy & Policy Division and the Human Capital Development Division under SEVP Human Capital Strategy. The Human Capital Strategy & Policy Division was responsible for developing Human Capital strategy and planning. In addition, the Human Capital Strategy & Policy Division was also responsible for managing reward policy strategies and managing labor costs, employee governance, individual performance management, and human capital communication. The Human Capital Development Division focused on strategic and operational resourcing & assessment as well as career and people development. The Human Capital Business Partner Division was responsible for implementing / human capital business partner, regional human capital business partner, career & succession, human capital information systems and people analytics, industrial relations operations, and reward operations. BRI also owned a Corporate University Division which was responsible for managing education and training activities with the corporate university concept. The organizational structure of the Directorate of Human Capital can be described as follows: HUMAN CAPITAL DIRECTORATE HUMAN CAPITAL STRATEGY SUB DIRECTORATE HUMAN CAPITAL STRATEGY DIVISION HUMAN CAPITAL DEVELOPMENT DIVISION HUMAN CAPITAL BUSINESS PARTNER DIVISION BRI CORPORATE UNIVERSITY Human Capital Work Plan 2024 Human Capital Development Business Growth Conditions in 2024 will face significant challenges due to rapid digital transformation, global economic uncertainty as well as changing regulatory dynamics and various other global and national conditions which ultimately also have an impact on BRI’s human capital management strategy. In line with the direction of business development, in 2024 BRI’s Human Capital management will still focus on encouraging worker productivity, especially to support the CASA strengthening strategy, including through a program to increase worker capability, especially for marketers and micro staff to support the Micro Human Capital Reengineering initiative, strengthening performance management, continuing efforts to optimize and automate business processes through the implementation of strategic workforce planning, as well as optimizing the contribution of subsidiary companies through the implementation of standardization of Human Capital management within the BRI Group. The implementation of BRI’s strategic workforce planning project is planned to continue in the next few years, one of which is the Reinventing Job process, which is a job reconstruction process through identifying a comprehensive task list to capture the potential for automation or diversion to technology, especially for repetitive and administrative processes, so that it can free up the time of existing employee to be more efficient and divert it to other work that is more strategic and has added value. In 2024, this process will still be ongoing in both support and business business unit, including the implementation of BRI’s human capital business processes so that management is expected to be more effective and efficient. On the other hand, programs to increase employee capacity and capability are also the main focus which are implemented through the implementation of innovative competency-based learning programs accompanied by strengthening coaching and mentoring programs in the process of sustainable individual performance management. The focus on increasing these capabilities is primarily directed at marketers and micro staff to support the implementation of the Micro Human Capital Reengineering initiative as well as increasing the leadership capabilities of Business Unit leaders so that they are able to direct and lead the achievement of the Company’s business goals. PT Bank Rakyat Indonesia (Persero) Tbk. 2023 Annual Report 422
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