Ratih Mayasari

About Ratih Mayasari

Senior executive with extensive experience in organizational and business transformation across state-owned and regional-owned enterprises, with a strong track record in human capital leadership, corporate governance, finance accounting, risk management, and strategic procurement. Currently serving as Director of Human Capital at PT Timah Tbk, leading integrated functions covering Human Capital, Procurement, Legal, and General Affairs, and contributing as a key supporting function in the Company’s business transformation agenda. Demonstrated capability in aligning people, organizational capability, and governance frameworks with corporate strategy in complex, regulated, and asset-intensive industries. Actively supports the strengthening of mining governance and the strategic shift toward brownfield exploration and Rare Earth Elements (REE) initiatives, through organizational development, capability building, and governance enablement, ensuring long-term sustainability and operational discipline. Previously entrusted with strategic roles in organizational transformation, strategy formulation and execution, finance and accounting, risk management, digital transformation, and business structuring, including corporate actions such as subsidiary establishment, spin-offs, and joint ventures. Also experienced in overseeing and evaluating the performance of multiple Regional-Owned Enterprises (BUMD) across financial services, transportation, property, and hospitality sectors, including serving as a minority shareholder representative in General Meetings of Shareholders (GMS). Holds academic qualifications from leading Indonesian universities with cum laude honors, complemented by professional certifications in risk governance, finance and management accounting, and banking risk management, reflecting a strong blend of strategic, financial, and governance expertise.

Experience

1. Director of Human Capital and Corporate Transformation

   PT Timah (Persero) Tbk

   Jun 2026 — Present · Indonesia

2. Director of Human Capital

   PT Timah (Persero) Tbk

   Dec 2025 — Jun 2026 · Pangkalpinang

   Responsible for leading and integrating Human Capital, Procurement, Legal, and General Affairs (GA) within a state-owned mining enterprise. Plays an active role as a strategic supporting function in PT Timah’s business transformation by developing organizational capability, governance frameworks, and enabling systems, aligned with the Company’s long-term strategic direction. • Human Capital & Organization: Leads human capital strategy, organizational design, workforce planning, leadership and competency development, performance management, and industrial relations, ensuring productivity, discipline, and organizational readiness to support transformation objectives. • Procurement: Directs procurement governance and policy to ensure transparency, compliance, efficiency, and value creation, strengthening supply chain integrity in support of improved mining governance. • Legal: Oversees legal risk management, regulatory compliance, and contract governance to support responsible mining practices and safeguard the Company’s interests. • General Affairs (GA): Ensures effective management of corporate facilities, assets, and operational support services across mining sites to enable business continuity and operational efficiency. Actively supports the Company’s transformation agenda by strengthening mining governance and organizational readiness for the strategic shift toward brownfield exploration and Rare Earth Elements (REE) initiatives, ensuring that supporting functions operate as value enablers for sustainable, responsible, and future-oriented tin mining.

3. Director of Finance (CFO)

   Perumda Pasar Jaya

   May 2020 — Dec 2025 · Jakarta, Indonesia

   BUMD Pemprov DKI Jakarta Perumda Pasar Jaya is a professional government enterprise managing 153 markets, 53 wholesalers-mini distribution centres, 27 retail-mini markets, 32 Pop & Mom retail marts and expanding strategy in developing mix-use property business. • Leading annual budgeting process to align and consolidate all business financial target into Rencana Kerja & Anggaran Perusahaan (RKAP) • Lead to manage monthly financial performance report (P/L) for corporate consolidation (statutory report) and business units (management reports): (1) Property & Perpasaran, (2) Perkulakan, Retail & Distribution (PRD) • Responsible to provide financial & analysis report for Badan Anggaran (Banggar) dan Badan Musayawarah (BaMus) DPRD DKI Jakarta • Responsible to support any audit activity (Kantor Akuntan Publik, Badan Pemeriksa Keuangan, Inspektorat Pemprov DKI Jakarta, Komisi Pemberantasan Korupsi, dan Badan Pengawasan Keuangan & Pembangunan, Investigative Auditor) • Lead to the implementation of risk management for overseeing a company's policies and procedures to ensure compliance with applicable laws and regulations, as well as ensuring that the company complies with internal and external auditing standard. • Responsible for ensuring the efficiency and cost-effectiveness of the purchasing process within the organisation. • Leading transformation project to improve business units performance, human capital management system in the area of developing effective organization structure and functions, implementing performance management system with Balanced Score Cards, optimizing learning centre to develop people and organizational competencies • Lead change management project for the implementation of ERP-SAP system for financial, sales and distribution, material management, and real-estate management • Accelerate breakthrough initiatives to increase asset value

4. Corporate Strategy Division Head

   PT. MRT Jakarta

   Jun 2019 — May 2020 · Greater Jakarta Area, Indonesia

   Initiate the establishment of 3 subsidiaries, including 1 JV with PT. KAI, with total potential revenue of more than Rp50 trillion • Develop new methodology for corporate strategy formulation and monitoring system by implementing Balanced Score Card with comprehensive focus on four perspectives (Financial, Customer, Internal Business Process, Learning and Growth) • Initiate Strategy-Based Expense for financial budgeting mechanism, aligning financial planning with strategic initiatives and Key Performance Indicators • Exceed KPI more than 100% in 2019 • Develop Long Term Development Plan for MRT total network of 230 km, collaboration with Dinas Perhubungan DKI, Jakpro LRT, PT. TransJakarta, and other related stake holders from Pemprov DKI • Approaching international investors (JICA, ADB, AIIB, KfW) to create potential partnerships for MRT project expansion • Initiate change management projects with Korn Ferry Indonesia for subsidiaries establishment (organization design, effective communication plan, integrated organization and cultural change)

5. Head Biopharma Strategic Management System (KALBE Group)

   PT Bifarma Adiluhung

   Jan 2014 — Jun 2019 · Greater Jakarta Area, Indonesia

   Strategising Biotech Companies with total consolidated revenue of Rp210 billion by end of 2018: Innogene Kalbiotech Pte. Ltd, PT. Pharma Metric Labs, PT. Innolab Sains International Indonesia, PT. Bifarma Adiluhung (Kalbe Regeneic), PT. Kalgen DNA, PT. Kalbio Global Medika, PT. KG Bio, and StemCell & Cancer Institute • Institutionalize strategic management system: strategic planning (long term and short term) and financial budgeting, performance monitoring, test and adopt strategy • Establish effective parenting strategy to create alignment for Biopharma group (strategic collaboration, effective inter-company transaction) • Successfully implement change management strategy: - PT. Kalbio Global Medika: from research-based projects to fully operated company (manufacturing of biological products – Hemapo, 1st in Indonesia) - PT. Innolab Sains International Indonesia: joint venture between Kalbe Genomics with HKK Japan (improving business volume and portfolio) - Innogene Kalbiotech Pte. Ltd: from cash-cow “trading” company to new strategy focusing on Global CRO and developing new business portfolio

6. Corporate Management System Manager

   PT Kalbe Farma

   2011 — Jan 2014 · Head Quarter Cempaka Putih

   Responsible to strategically assist and facilitate Biopharma Group, Eyecare Group, KALBE Corporate Business Development Division, and KALBE Corporate Communication Division • Institutionalize Kalbe Management System (KMS) using Planning Cycle platform of KALBE Corporate with strategic customization for each unit • Develop financial consolidation and analysis for performance monitoring to achieve targeted budget (Biopharma and Eyecare) • Develop business development project (KalCare – premium drugstore retail) • Initiate improvement project for research-based unit (SCI): re-design organization structure with effective no. of manpower plan, develop job load analysis by project, develop quantitative measurement for all research projects with targeted ROI

7. Head of Office of Strategy Management (OSM)

   PT. Multistrada Arah Sarana, Tbk

   Oct 2008 — Sep 2011 · East Cikarang, West Java

   Establish strategy management system from the scratch, initiate strategic projects to improve operation and financial performance (demand planning, production system and warehouse management) • Develop company’s mission, management vision, and goal • Develop five years plan/roadmap (in line with company goals & priorities) • Develop Balanced Score Card to formulate and align strategy in each level • Running Plan-Do-Check-Action cycle and business performance review and monitoring in Directorate Level, Division Level and Department Level • Initiate S&OP project to align demand planning with production process • Initiate project improvement in warehouse management system to improve stock accuracy • Develop cost and benefit analysis for total supply chain activities

8. Corporate Account - Operation Control Analyst

   PT. Serasi Autoraya (Group of Astra International Tbk)

   Apr 2005 — Oct 2008 · Greater Jakarta Area, Indonesia

   Initiate strategic projects of subsidiaries establishment, acquisition, including change management (Mobil88, SELOG, IBID) • Responsible for monthly resume and analysis of national operation (business and financial performance) • Strategic Planning and Financial Budgeting: Annual projection plan and outlook for national branches • Control and monitor Profit / Loss of Branches and consolidation • Synergy ASTRA projects: Toyota Premium Used Car, Trade in Fiesta Auto 2000

Education

• Sekolah Tinggi Filsafat Driyarkara

  [Cand. Master of Philosophy - MPhil] · Philosophy

  2022

• SMUN 3 Bandung

  1998 — 2000

• University of Indonesia

  Master of Accounting · Corporate Accountant

  2020 — 2023

• Telkom University

  Bachelor · Industrial Engineering

  2000 — 2004

• Universitas Gadjah Mada (UGM)

  Master of Business Administration - MBA · Strategic Management (Corporate Strategy)

  2012 — 2015

• Indonesia Defense University

  Executive Course of Strategic Management & Leadership (Cohort 3)

  2024 — 2024

Skills

• Strategy
• Cross-functional Team Leadership
• Management
• Project Management
• Project Planning
• Leadership
• Strategic Planning
• Analysis
• Business Strategy
• Marketing Strategy
• Supply Chain Management
• Financial Analysis
• Product Development
• Data Analysis
• Budgets