Enhancing Readiness for Change Through the 70:20:10 Development Model and Learning Agility for Energy Transition

Purpose – This study aims to analyse the effect of the 70:20:10 development model on readiness for change, with learning agility as a mediating variable, among employees of the Operations Directorate of PT Kilang Pertamina Internasional in the context of the energy transition. Design/Methodology/Approach – The study employed an explanatory approach using a survey of employees in the Operations Directorate of PT Kilang Pertamina Internasional. A total of 98 respondents were selected through purposive sampling based on predetermined criteria. Data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS. Findings – The results show that the 70:20:10 development model positively affects both learning agility and readiness for change. Learning agility also partially mediates the effect of the 70:20:10 development model on readiness for change. Originality/Value – This study highlights the mediating role of learning agility in linking the 70:20:10 development model to employee readiness for change, an area that remains underexplored in the context of the energy transition and oil refining industry. The findings contribute to the human resource management and organizational behavior literature while providing practical implications for integrating experiential, social, and formal learning to strengthen employee readiness and support organizational transformation.