HUMAN CAPITAL STRATEGY
- Owner playing a role in determining the general policies and consolidating business activities within the Company Group. Organizational restructuring and governance was carried out to realize an effective and efficient organization so as to support the achievement of the Company’s targets, with the expected value creation from this activity being to accelerate the process and shorten the time of cargo stay and ship stay in the ports, which will ultimately reduce the national logistics costs. The Company’s organizational restructuring and governance was carried out in stages, in line with the transfer of ship and goods service operations from the Branches to the Subholding, the refinement of Subsidiaries activities, and the implementation of integrated service centralization, where adjustments were made on the size of the organization and allocation of human capital; and
- Development of Shared Services Center (SSC) to support the Company’s business services was carried out in stages by integrating the Shared Service Center system of each entity prior to the merger into one system. In 2021, the initiation and preparation process was carried out. The development and implementation process will be carried out in 2022-2023. Functions to be managed in the future development of SSC include: Finance, HC, and Procurement.
Manpower Planning in line with changes in business processes and organizational restructuring. After the merger, the management of HC allocation for Holding, Subholding, and Subsidiaries/ Affiliates was thoroughly evaluated to create an effective and efficient HC composition, and encourage an increase in Company productivity. Several policies were implemented to control the growth in HC, including a minus growth policy. During the postmerger evaluation process over the next few years, there will be an assignment of employees in the job sharing scheme, and an implementation of assessments, competency development and regrouping.
