Human Resources

Human resources are the Company’s primary assets and a very important element, not only to achieve the objectives but also to maintain the Company’s sustainability.

HUMAN RESOURCES

As of December 31, 2020, PT Polychem Indonesia Tbk. has 1192 employees/manpower. There was a decrease of 73 people (around 5,8%) compared to 1265 manpower last year. This following information is the composition of employees based on their educational background and job title:

Employee Composition by Educational Background:
Lokasi Kerja/ Work Location SD / SMP Elementary/ Junior High School

SMA/SMK

Senior High School

Diploma /Diploma Strata 1/ Under Graduate Strata 2 / Graduate Total
Kantor Pusat/Head Office 5 21 9 55 11 101
Merak 35 430 19 85 6 575
Tangerang 3 1 1 5
Karawang 29 391 36 55 511
Jumlah/Total 69 845 65 196 17 1192

 

Employee Composition by Job Title:  
Lokasi Kerja/ Work Location

Direksi/

Director

Manajer Umum/ General Manager

Manajer/

Manager

Asisten Manajer/ Assistant Manager

Penyelia/

Supervisor

Pelaksana/

Staff

Total
Kantor Pusat/Head Office 4 3 14 7 14 59 101
Merak 12 10 16 537 575
Tangerang 1 4 5
Karawang     4 11 26 470 511
Jumlah/Total 4 3 30 28 57 1,070 1,192
Employee Composition by Age:  
Uraian/ Description Tahun 2020 Persentase/ Percentage
< 20 tahun / < 20 years 133 11.2%
21 ~ 49 tahun/ 21 ~ 49 years 760 63.8%
> 50 tahun / > 50 years 299 25.1%
Jumlah 1,192 100.0%

 

 Human Resources Profile – Skills, Leadership, Mental Attitude (SLS)

Through the 2019-2020 SLS (Skill, Leadership, Mental Attitude) Competency Analysis, which routinely held every year, the Company wants to know the strength of its current human resources, so that it can be controlled in terms of the amount of manpower, the fulfillment of competencies, and regeneration planning to fill the empty position.

SLS analysis is consistently developing year by year, in 2020 there is a development in terms of Competency, from 3 (three) competencies to 5 (five) competencies — Skills, Leadership, Communication, Proactive, and Motivation – from Paper-Based to digitalized, from 2 (two) assessors to 3 (three) Appraisers and called 360-degree Appraisal.

The results of the SLS Analysis will be used to map the strength of human resources in the company or Talent Mapping, Regeneration program,  Learning & Development programs, and Strategies for each Department. The 4 strategies emerge including; Strategy 1 (Hire Fresh Graduate), Strategy 2 (Hire Experience), Strategy 3 (Rehire Pension), Strategy 4 (Accelerate SLS).

Recruitment

The company requires experienced employees with matched abilities, skills, and knowledge to fill key people in maintaining plant operations, internal references and links with universities.

E-Recruitment

In accelerating the recruitment process and making it easier to find prospective employees, we provide a website with the address: career.polychemindo.com in 2020. With the use of technology, the Company can provide job information that is complete, efficient and easily accessible to candidates throughout Indonesia and even abroad. Candidates can access and send data themselves from anywhere directly in real-time

Learning & Development Programs

Dept. HRD of PT. Polychem Indonesia Tbk, – Dept. HRD carried out a transformation of the entire training cycle starts from TNA, Design, Delivery, until Evaluation.

The TNA process uses 4 (four) data to be analyzed into a reference of Annual Training Plan, including;

  1. Mandatory Training of Job Description
  2. SLS Data
  3. Data Performance Appraisal (PA)
  4. What They Need (WTN)

 

Career Development

In order to run a good and consistent company performance, all employees have the opportunity to develop their careers. Hopefully, all employee can optimize their potential to give the best performance and bring up innovative works for the company.

Human Resources Performance Management System

The Company in realizing a Performance Management System based on Key Performance Indicators (KPI) continues to be implemented integrally in the Company’s Annual Business, this process has two main objectives. First, to support the achievement of the Company’s business goals and strategies and second, as a means to determine employee duties and targets for the current year and ensure that they are inline with business objectives.

 

Rewards and Recognitions

The Company always strives to have a Rewards and Recognition Program that can motivate and retain employees in a competitive and challenging environment which is the Company’s top priority in 2020.

The Company has the following activities:

  1. Annual Exemplary Employee Selection.
  2. Employee Service Awards.
  3. Employee Children’s Scholarship.
  4. Polychem Festival (Team competition in innovation).
  5. Soundrenaline (Band and music competition).
  6. GA & HR Competition.
  7. Dynamic Work Team.
  8. Family Gathering
  9. Hobby Sport Club

Pensiun Programs

In order to appreciate the contributions of its employees, the Company provides a Pension Program by following the applicable laws and regulations through the provisions of Law No. 13 of 2003 and the pension insurance program organized by BPJS Employment.

Industrial Relations

The Company ensures that industrial relations with the labor unions at the Merak and Karawang Plants run well, the Government (Disnaker) and the local government are passionate about giving the best for the Company to progress together. Good relations are developed with formal and informal meetings which are routinely discussed concerning plant operations and working in conducive conditions.

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