Human Resources Development
To build competent Human Resources (HR), the Company has drawn up strategic steps. These steps cover all HR management activities, such as manpower use planning, recruitment, compensation and welfare arrangements, assignment/task rotation including performance evaluation, and training. This is also applied in the development of industrial relations and among workers, including the management of a healthy and safe work environment.
The Company recognises the vital role that its competent employees play in maintaining the sustainability of its business. The support of its employees is key in driving the development of business of the Company for the fulfilment of its vision to become a leading player in the health and beauty retailing business in Indonesia.
To build competent HR, the Company has drawn up strategic steps. These steps cover all HR management activities, such as manpower use planning, recruitment, compensation and welfare arrangements, assignment/task rotation including performance evaluation, and training. This is also applied in the development of industrial relations and among workers, including the management of a healthy and safe work environment. [GRI3-3]
As of the end of 2023, the operations of the Company were supported by 1,222 employees, representing a decrease of 7.1% from the year 2022 (1,315 employees). The following is a profile of employees compiled from HR data in general: (POJK51-C.3.b)[GRI2-7]
Table of the number of permanent and temporary employees by gender
2023 | 2022 | 2021 | ||||
|---|---|---|---|---|---|---|
Gender | Permanent | Temporary | Permanent | Temporary | Permanent | Temporary |
Male | 471 | 91 | 485 | 103 | 472 | 91 |
Female | 525 | 134 | 558 | 169 | 534 | 151 |
Table of the number of permanent and temporary employees by working area
2023 | 2022 | 2021 | ||||
|---|---|---|---|---|---|---|
Working Area | Permanent | Temporary | Permanent | Temporary | Permanent | Temporary |
Head Office | 190 | 33 | 199 | 30 | 190 | 13 |
Warehouse | 43 | 9 | 46 | 7 | 42 | 8 |
Store | 759 | 188 | 798 | 235 | 774 | 221 |
Table of the number of full time and part time employees by gender
2023 | 2022 | 2021 | ||||
|---|---|---|---|---|---|---|
Gender | Full time | Part Time | Full time | Part Time | Full time | Part Time |
Male | 563 | – | 588 | – | 563 | – |
Female | 659 | – | 727 | – | 685 | – |
Table of number of Board of Directors by age and gender in 2023
Gender | < 30 Years | 30 – 50 Years | > 50 Years |
|---|---|---|---|
Male | – | – | 1 |
Female | – | – | 1 |
Employee Composition in 2023
Gender | Total |
|---|---|
Male | 563 |
Female | 659 |
Position | Total |
|---|---|
Commissioner | 4 |
Director | 2 |
Department Head | 6 |
Manager | 70 |
Supervisor | 143 |
Staff | 997 |
Recruitment and Employee Turnover [GRI401-1]
The Company conducts recruitment exercises from time to time as required in the development of its business, including professional pharmacists to support each Watsons store. The selection process that has been established by the Company is based solely on the qualification and competency of the candidate and suitability to the relevant position under the principle of equality and there is no child and forced labour, so that there are no incidents of discrimination within the Company. (POJK51-F.18)(POJK51-F.19)[GRI406-1][GRI408-1] [GRI409-1]
The following is information related to employee recruitment during 2023:
Table of employee recruitment by age and working area in 2023
Working Area | < 30 Years | 30 – 50 Years | > 50 Years |
|---|---|---|---|
Head Office | 28 | 24 | 4 |
Warehouse | 6 | – | – |
Store | 184 | 23 | – |
Table of employee recruitment by gender and working area in 2023
Working Area | Male | Female |
|---|---|---|
Head Office | 34 | 22 |
Warehouse | 5 | 1 |
Store | 73 | 134 |
In 2023, the number of employees who resigned was quite low. This can be seen by the low employee turnover rate as follows:
Table of employee turnover by age and working area in 2023
Working Area | < 30 Years | 30 – 50 Years | > 50 Years |
|---|---|---|---|
Head Office | 16 | 41 | 5 |
Warehouse | 5 | 3 | – |
Store | 250 | 77 | – |
Table of employee turnover by gender and working area in 2023
Working Area | Male | Female |
|---|---|---|
Head Office | 28 | 34 |
Warehouse | 7 | 1 |
Store | 116 | 211 |
Training and Development (POJK51-F.22)[GRI404-1]
To improve the competency of its employees, the Company is committed to competency development through training that is designed for the transfer of knowledge and skills. Every new employee must undergo an orientation period, whereby new employees are introduced to other employees and activities related to the business of the Company. The transfer of technical skills is carried out internally through HR development programmes prepared by the HR Department.
In 2023, the Company continued to focus its HR development efforts on training for pharmacists, product knowledge, store development skills, personal improvement, functional training, store leaders’ sharing and information technology competency.
Through various training programmes, the Company strived to enhance the efficiency and information technology competency of its HR Department to optimise the performance of its O+O platforms, including the official Watsons eCommerce platform.
The Company has continued to use the Mobile Learning – Pocket U application as one of the methods to cater more effectively for the wide range of training needs of its growing number of employees.
Table of In-house Training in 2023
No | Type of Training |
|---|---|
1 | New Hire Training |
2 | Pharmacist Training (Pharmacist) |
3 | Pharmacist Training (Assistant Pharmacist) |
4 | Induction |
5 | Manager on Duty Training |
6 | Refreshment Grab Mart Training |
7 | Be Proactive at Work for SL |
8 | Supply Chain Training – SC Min Max Calculation |
9 | Training RSIM 2.0 (Batch 1) |
10 | Fundamental Customer Service for Store Development Programme |
11 | Customer Service Basic for HO DC Development Programme |
12 | Basic Selling Skill for Store Development Programme |
13 | Time Management for HO DC Development Programme |
14 | Service 1 – 5 (Leveling Up Your Way of Service) for HO DC Development Programme |
15 | Product Knowledge & Own Brand Training |
16 | Communication Skill for HO DC Development Programme |
17 | Integrity Training – LP |
18 | Long Leave Socialization for HO DC |
19 | Store Leader Meeting & Product Knowledge Training |
20 | Delightful Service for HO DC Development Programme |
21 | Action Centered Leadership for Store Development Programme |
22 | Problem Solving & Decision Making for HO DC Development Programme |
23 | ZTL – ROS Training |
24 | Situational Leadership for HO DC Development Programme |
25 | Boosting Customer Experience for Store Development Programme |
26 | CCE Training – Batch 1 – 2023 |
27 | Working Safety Manner – LP – HO |
28 | Managing Team for HO DC Development Programme |
29 | Unconscious Bias – Group People |
30 | SOP Socialisation – Non Trade Procurement Policy |
31 | Emotional Quotient for HO DC Development Programme |
32 | Setting Priority for HO DC Development Programme |
33 | Grabmart Process for Pick Up at Store |
34 | Corporate Secretary Training: Information Disclosure & Reporting of Issuer Information |
35 | LP for Store – Fraud Incident & Cashier Activity/LP for Store – Fraud Incident & Cashier Activity |
36 | Cash Pick Up during Festive Season Idul Fitri for Stores |
37 | Building High Performance Team for Store Development Programme |
38 | LP – Security Training (Shrinkage Project) |
39 | Reshaping Integrity for HO DC Development Programme |
40 | Influencing Skill for HO DC Development Programme |
41 | HDE Training |
42 | SWOT Analysis for HO DC Development Programme |
43 | Analytical Thinking for HO DC Development Programme |
44 | Office Automation Tool (AOT) |
45 | CRM Refreshment Training |
46 | Phising Awareness Socialisation |
47 | Retail Business, Grooming, Basic Selling Skill Orientation |
48 | Leadership Style |
49 | DC Training (Offline DC & Ecommerce DC) |
50 | POAC & Managing Your Time |
51 | Socialisation SPG and BA |
52 | Socialisation Surbochat |
53 | Presentation Skill |
54 | Effective Presentation Skill |
55 | New Listing Product Knowledge Training |
56 | Socialisation Shrinkage by Skintific |
57 | Goal Setting Training for HO DC Development Programme |
58 | Sharing Session Low MSP & CR Report Store – CRM |
59 | SOP Socialisation: Recruitment |
60 | Drill Fire Fighter Training |
61 | One Drive & Share Point Tips & Tricks Workshop |
62 | Competition Law and ABAC |
63 | Handsome Class for HO |
64 | Privacy Training for Store |
65 | Beauty Class for HO |
66 | O365 Tips & Tricks Workshop |
67 | Team Building for HO DC Development Programme |
68 | Pharmacy Module |
Table of External Training in 2023
No | Type of Training |
|---|---|
1 | Accelerated Growth Coach Certification Programme |
2 | Introduction Capital Market & Corsec Reporting |
3 | Webinar “How To Make Sustainability Impact Profitable” Featuring Bunda Mulia University |
Table of average hours of training per year per employee by gender in 2023
Gender | Training Hours | Number of Employees | Average Hours of Training |
|---|---|---|---|
Male | 16,276.5 | 607 | 26.81 |
Female | 27,578.5 | 821 | 33.59 |
Total | 43,855 | 1,428 | 30.71 |
Table of average hours of training per year per employee by employee category in 2023
Employee Category | Training Hours | Number of Employees | Average Hours of Training |
|---|---|---|---|
Director | 20.5 | 1 | 20.5 |
Department Head | 61 | 6 | 10.17 |
Manager/Assistant Manager | 1,334 | 82 | 16.27 |
Supervisor | 11,470.5 | 253 | 45.34 |
Staff | 30,969
| 1,086
| 28.52
|
Total | 43,855
| 1,428
| 30.71 |
During 2023, DAYA has conducted 71 training exercises, which included 68 in-house traninigs attended by 10,783 participants and 3 external trainings attended by 64 participants
Remuneration, Benefits and Performance Appraisal of Employees
Committed to the sustainable development of HR, the Company strives to maintain employee welfare. This effort begins with the provision of competitive remuneration packages pursuant to prevailing laws and regulations while taking into account the compensation level of other companies in similar industries. In accordance with applicable regulations, the Company registers all staff members into the Social Security program for Employment (BPJS Ketenagakerjaan) and Social Security program on Health (BPJS Kesehatan). To encourage optimal performance from its employees, including directors of the Company, the Company also awards both long-term and short-term incentives and bonuses in accordance with its internal policy that clearly establishes criteria based on individual key performance indices.
In determining the remuneration packages for its employees, the Company adheres to applicable regional government regulations which determine the minimum wage requirement for the relevant provinces and/or cities where its employees work.\
The wages of entry level employee is above the range of the RMW in Indonesia. There is no discrimination by the Company in the determination of an employee’s wage amount by gender, race, ethnicity or religion, so that there is no difference in the wage ratio of all employees based on this. (POJK51-F.20) [GRI405-2]
Table of comparison of entry level employee wage standards and RMW in 2023
Working Area | RMW (/in Rp) | Entry Level Entry Level Employee Wages (/in Rp) | Entry Level Ratio of RMW compares to Entry Level Employee Wages |
|---|---|---|---|
Head Office | 4,901,798 | 4,901,798
| 1 : 1
|
Warehouse | 4,585,519
| 4,585,519 | 1 : 1 |
Note: Entry level employee wage standards for working area in each store has complied with the regional minimum wage standard where the stores are located.
The Company is committed to guaranteeing a safe and decent work environment that is given to all employees, including the provision of employee health insurance, the provision of safe, clean and comfortable work facilities such as toilets, dining rooms, availability of breastfeeding rooms, childcare, smoke detection devices and fire extinguishing facilities, place of worship and vehicle parking space. (POJK51-F.21)
The Company is of the view that that employees are invaluable assets of the Company. The Company offers attractive benefits for its employees. This aims to ensure that workers get the best remuneration for their dedication to the Company. Thus, employees are enthusiastic about their work and are committed to the Company.
The Company conducts performance appraisal process at the end of each year, from the staff to the executive level in accordance with the principle of non-discrimination that includes gender, ethnic and race. (POJK51-F.18)[GRI404-3]
The Company always strives to fulfil employees’ rights in accordance with applicable regulations, including leave for employees. Pregnant female employees are entitled to paid leave for one and a half (1.5) months before and one and a half (1.5) months after giving birth, according to the calculation of the obstetrician or midwife.
In 2023, 11 female employees took maternity leave. The Company ensures that employees who are on maternity leave will be able to return to work after their maternity leave ends. [GRI401-3]
In addition, for retirees’ welfare, the Company makes available a pension fund with a defined contribution programme scheme based on government instructions through the Old Age Security and Pension Guarantee programmes from the Social Security program for Employment (BPJS Ketenagakerjaan). [GRI201-3]
Benefit Type | Permanent Employee | Temporary Employee |
|---|---|---|
Transportation Allowance | ||
Employee Service Award | – | |
Sabbatical Leave | – | |
Leave Allowance | ||
Inpatient | – | |
Outpatient | – | |
Optical | ||
Maternity | ||
Employment Social Security | ||
Paid Leave | ||
Holiday Allowance |
Creating Harmonious Industrial Relations
In formulating company regulations and policies, DAYA involves employees to ensure that their rights and obligations are fulfilled. The Company is also active in disseminating regulations and policies, including policies related to the current and future developments of the Company’s operations, such as the process of merging, taking over or moving production, these three things are carried out no later than 3 (three) months after the policy is enacted. This policy information is communicated through electronic mail, intranet, socialisation meetings, company performance monitoring meetings and other communication media, this is not specifically regulated in the Company’s policies. [GRI402-1]
By building harmonious industrial relations based on Pancasila, all parties involved and interested will be more aware of their roles and responsibilities so that partnerships and cooperation to achieve common goals will be formed.