Page 287 - Laporan Tahunan KFC 2025_low22.56

Perseroan melaksanakan survei kepuasan karyawan pada tahun 2025 melalui Program KFC Listen serta survei insidentil In 2025, the Company conducted employee satisfaction surveys through the KFC Listen Program as well as ad-hoc
lainnya sesuai kebutuhan Perusahaan. Hasil survei tersebut disampaikan kepada para pemimpin di seluruh lini organisasi surveys implemented based on organizational needs. The results were communicated to leaders across the organization
sebagai dasar evaluasi dan perbaikan pengelolaan sumber daya manusia. Ke depan, Perseroan berkomitmen untuk terus to support evaluation and continuous improvement of human capital management. Going forward, the Company remains
melaksanakan survei kepuasan karyawan secara berkala guna mendukung peningkatan keterlibatan dan efektivitas committed to conducting employee satisfaction surveys on a regular basis to enhance employee engagement and the
pengelolaan SDM. effectiveness of HR management practices.
Kinerja Karyawan
Employee Performance
2023 2024 2025
Hasil Penilaian dan Relevansi Jumlah Karyawan yang Hasil Penilaian dan Relevansi Jumlah Karyawan yang Hasil Penilaian dan Relevansi
Jumlah Karyawan yang
Pengembangan Karir
Pengembangan Karir
Pengembangan Karir
Mendapatkan Penilaian Assessment Results and Relevance of Mendapatkan Penilaian Assessment Results and Relevance of Mendapatkan Penilaian Assessment Results and Relevance of
Number of Employees
Number of Employees
Level Pegawai Number of Employees Assessed
Employee Level Career Development Assessed Career Development Assessed Career Development
Mutasi/ Mutasi/ Mutasi/
L | M P | F Total Promosi Rotasi Demosi L | M P | F Total Promosi Rotasi Demosi L | M P | F Total Promosi Rotasi Demosi
Promotion Mutation/ Demotion Promotion Mutation/ Demotion Promotion Mutation/ Demotion
Rotation Rotation Rotation
Manager 145 51 196 28 18 3 150 51 201 8 1 0 117 40 157 10 8 3
(AC, Sub Dept, Dept Head, DGM, GM)
Asisten Manager (Asisten Manager RSC) 16 10 26 2 1 0 17 11 28 3 0 4 11 8 19 0 2 0
Supervisor (Spv + officer RSC) RGM, ARGM, dan SL Store 2.115 695 2.810 130 569 16 2.361 782 3.143 42 77 15 1.998 604 2.602 88 467 11
Staff (Staff RSC) 732 338 1.070 67 29 2 394 216 610 11 0 0 413 156 569 17 0 0
Non-Staff (Grade A) 8.420 3.439 11.859 25 1.127 10 6.434 2.653 9.087 119 124 0 5.779 2.511 8.290 91 529 0
Tidak dilakukan penilaian 25 3 28 - - - 31 6 37 - - - 22 5 27 0 0 0
Jumlah 11.453 4.536 15.989 252 1.744 31 9.387 3.719 13.106 183 202 15 8.340 3.324 11.664 108 529 11
Total

PENGEMBANGAN SUMBER DAYA MANUSIA HUMAN RESOURCE DEVELOPMENT

Sebagai bagian dari pengelolaan organisasi yang berkelanjutan, Perseroan menerapkan pendekatan pengembangan As part of sustainable organizational management, the Company implements a structured and systematic approach to
sumber daya manusia yang terencana dan terstruktur. Pengembangan kompetensi karyawan dilakukan secara sistematis human resource development. Employee competency development is carried out to enhance the knowledge, skills, and
guna meningkatkan pengetahuan, keterampilan, dan sikap (attitude) yang dibutuhkan untuk mendukung efektivitas attitudes required to support effective job performance and the achievement of the Company’s objectives.
pelaksanaan tugas dan pencapaian tujuan Perseroan.

Pendekatan ini memberikan nilai tambah tidak hanya bagi pengembangan karier karyawan, tetapi juga bagi peningkatan This approach provides benefits not only for employees’ career development but also for strengthening the Company’s
produktivitas, inovasi, dan daya saing Perseroan. Oleh karena itu, pengembangan kompetensi menjadi salah satu elemen productivity, innovation, and competitiveness. Accordingly, competency development constitutes a key element of the
penting dalam strategi pengelolaan sumber daya manusia. Company’s human resource management strategy.

Perseroan menyelenggarakan penilaian kinerja terhadap seluruh karyawan setiap satu tahun sekali serta menerapkan The Company conducts annual performance assessments for all employees and applies a clearly defined career path
pedoman jenjang karier (career path) yang jelas. Melalui sistem tersebut, Perseroan memastikan bahwa proses promosi framework. Through this system, the Company ensures that promotion processes are carried out fairly based on objective
jabatan dilakukan secara adil berdasarkan hasil penilaian kinerja yang objektif dan transparan. and transparent performance evaluation results.

Sejalan dengan hal tersebut, Perseroan menyusun dan melaksanakan program pelatihan yang disesuaikan dengan In line with this approach, the Company designs and implements training programs tailored to the requirements of each
kebutuhan masing-masing fungsi jabatan. Standar kompetensi ditetapkan untuk setiap posisi, dan program pengembangan job function. Competency standards are established for every position, and human resource development programs are
sumber daya manusia diselaraskan dengan kebutuhan kompetensi tersebut guna mendukung keberlanjutan kinerja aligned with these standards to support sustainable corporate performance.
perusahaan.

Program Pelatihan [SEOJK F.22] Training Program [SEOJK F.22]
Dalam rangka mendukung pengembangan sumber daya manusia yang berkelanjutan, Perseroan menyusun dan To support sustainable human resource development, the Company designs and implements training programs that are
melaksanakan program pelatihan yang terintegrasi dengan sistem penilaian kinerja karyawan. Program ini bertujuan untuk integrated with its employee performance evaluation system. These programs aim to enhance employee competencies
meningkatkan kompetensi karyawan melalui pengembangan keterampilan yang relevan dengan kebutuhan organisasi. through skills development aligned with organizational needs.

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