Jakarta, TopBusiness \u2014 PT Putra Perkasa Abadi (PPA) Site Borneo\nIndobara (BIB) has recorded growth in its total manpower alongside an\nincrease in investment for employee competency development throughout\n2025. The total manpower at PPA Site BIB reached 4,166 employees, an\nincrease from 3,897 employees in 2024.<\/p>\n
This growth in manpower has been accompanied by an expansion of\ncompetency development programmes. Total training costs rose from\napproximately Rp3.399 billion in 2024 to Rp6.640 billion in 2025,\nrepresenting an increase of 95.35 per cent.<\/p>\n
Group Leader HCGA of PPA Site BIB, Daniel Marhazan Putra, stated that\nthe increase in training investment is part of the company\u2019s efforts to\nbalance manpower growth with enhanced employee competence.<\/p>\n
\u201cManpower growth certainly needs to be balanced with competency\ndevelopment. Therefore, increasing training is a vital part of ensuring\nemployees receive development that meets job requirements,\u201d Daniel told\nthe judges of the TOP Human Capital Awards 2026 via an online session\nfrom Jakarta on Tuesday (22\/09\/2026).<\/p>\n
The increase in training programmes is also evident in the average\ntraining time received by employees. Manpower training rose from 52.13\nhours per person in 2024 to 60.59 hours per person in 2025, an increase\nof 16.21 per cent. Meanwhile, the number of employees participating in\ntraining programmes increased significantly, from 969 employees in 2024\nto 1,797 employees in 2025, an increase of 85.57 per cent.<\/p>\n
Of the total 4,166 employees, the majority are workers supporting\noperational activities. Specifically, 3,152 people, or 75.7 per cent,\nare operators and mechanics. Furthermore, 634 people (15.2 per cent) are\nGroup Leaders, 3ly 312 people (7.5 per cent) are non-operator employees,\n55 people (1.3 per cent) are Section Heads, and 13 people (0.3 per cent)\nare Department Heads.<\/p>\n
In terms of workforce status, the composition of local and non-local\nemployees remains relatively balanced. Local employees numbered 2,091\n(approximately 50.2 per cent), while non-local employees numbered 2,075\n(approximately 49.8 per cent). Regarding gender, the PPA Site BIB\nworkforce is still dominated by men, accounting for 4,120 people (98.9\nper cent), while female employees number 46 (1.1 per cent).<\/p>\n
In line with organisational growth, total management costs from 2024\nto 2025 increased by 0.81 per cent. Meanwhile, total compensation costs\nincreased by 0.84 per cent, from approximately Rp15.9 billion in 2024 to\nRp16.066 billion in 2025. This increase is part of the dynamics of\nmanpower management alongside the growing number of workers and company\noperational needs.<\/p>\n
Regarding employee retention, PPA Site BIB also recorded a 39.6 per\ncent decrease in voluntary separation in 2025 compared to the previous\nperiod. According to Daniel, the reasons for voluntary separation found\namong employees generally related to personal decisions, particularly\nfamily factors.<\/p>\n
\u201cAlhamdulillah, voluntary separation in 2025 decreased by 39.6 per\ncent. Generally, the reasons provided by employees were more related to\npersonal wishes and family factors,\u201d he explained.<\/p>\n
With manpower growth accompanied by increased investment in\ncompetency development and a decrease in voluntary separation, PPA Site\nBIB continues to strengthen human resource management as part of its\nsupport for the company\u2019s operational sustainability.<\/p>\n
PPA BIB is strengthening people-based transformation. PPA BIB places\nthe human aspect, or \u2018people\u2019, as a vital element in conducting\nactivities and organisational transformation. This approach is part of\nthe company\u2019s strategy to ensure that every change proceeds in tandem\nwith human resource development.<\/p>\n
Daniel stated that the company adopts a Human Capital Strategy with\nthe principle of \u201cDeliver Results Through People\u201d. He noted that people\nplay a crucial role in every activity and transformation process within\nthe organisation.<\/p>\n
He explained that the role of humans is also reflected in leadership.\nFor the company, leadership is not merely defined as a structural\nposition or rank, but as a catalyst that drives change within the\norganisation.<\/p>\n
\u201cFrom a leadership perspective, we see that leadership is not just\nabout a position. Leadership must be a catalyst for change,\u201d said\nDaniel.<\/p>\n
In addition to strengthening leadership, the company also encourages\nthe growth of innovation and critical thinking as part of the work\nculture. These two aspects serve as the foundation for employees in\ncarrying out daily activities and facing various business\nchallenges.<\/p>\n
Daniel noted that innovation and critical thinking abilities are\nexpected to emerge not only when the company faces major changes but to\nbecome a habit in daily work.<\/p>\n
\u201cWe also continue to increase the fuel for innovation and critical\nthinking. This is the foundation of every activity and daily task.\nTherefore, we always place innovation and critical thinking at the\nforefront,\u201d he said.<\/p>\n
In its implementation, this human development strategy is also\nsupported by the use of technology. The company views technology as an\nenabler that can help employees perform activities more effectively.<\/p>", "url": "https:\/\/jawawa.id\/newsitem\/ppa-site-bib-increases-training-investment-alongside-manpower-growth-1790103062", "image": "" }, "sponsor": "Okusi Associates", "sponsor_url": "https:\/\/okusiassociates.com" }