PROGRAM BREAKTHROUGH PROJECT BTP BREAKTRHOUGH PROJECT PROGRAM BTP

w w w .p e rt a mi n a .co m 183 182 L APO R AN T AH U N AN | AN N U AL R EPO R T PER T AMI N A 2 1 TATA KELOLA PERUSAHAAN GooD coRPoRaTe GoveRnance Tata Kelola Perusahaan Good Corporate Gevernance Pengukuran transformasi budaya dilakukan juga melalui survey theme-o-meter yang pada 2010 menunjukkan hasil yang relatif stabil dibandingkan survey sebelumnya. Selain itu dalam tema transformasi budaya, diimplementasikan juga Community of Practices Implementation CoPI meliputi CoPI ESC, Coaching, Feedback Dialog-Day dan People Review. a. Kegiatan SLA Service Level Agreement melibatkan seluruh direktorat b. EMI Employee Mindset Index Selain itu, di tahun 2010 diperkenalkan juga ukuran baru bagi persepsi pekerja atas outcomes practices dari tema aksi perubahan budaya baru, dikenal dengan nama EMI Employee Mindset Index . Untuk selanjutnya, EMI akan dipakai untuk mengukur progress perubahan budaya.

2. PROGRAM BREAKTHROUGH PROJECT BTP

Di tahun 2010 telah ditetapkan 16 BTP RJPP 2010 dengan pencapaian rata-rata 100,49. Beberapa pencapaian signiikan melalui BTP RJPP 2010 adalah sebagai berikut: a. Percepatan Eksploitasi 6 WKP PT. PGE Dampak Tangible adalah : 1. Terbitnya ijin-ijin lokasi Proyek 2. Terbitnya PP No.702010 sebagai pengganti PP No. 592007 3. Pemboran 14 Sumur Pengembangan di 6 lokasi WKP 4. Perjanjian-perjanjian dengan pihak PLN Dampak Intangi ble adalah : 1. Pengelolaan Proyek lebih terkoordinasi 2. Terciptanya network dengan pihak Pemerintah untuk Proses perijinan b. Banyu Urip Early Production Optimization 20.000 BOPD Dampak Tangible adalah : Mulai beroperasinya Lapangan Banyu Urip dengan production rate rata-rata 20.064 BOPD. Off taker minyak mentah Banyu Urip adalah PT Pertamina Persero dan PT Tri Wahana Universal dengan CSA Crude Sales Agreement secara detil adalah sbb: 1. CSA MCL – Pertamina : 10,000 BOPD 2. CSA MCL – TWU : 6,000 BOPD Dampak Intangible adalah : penyelesaian studi DRA Drag Reduces Agent. Measurement for cultural transformation is also made through theme-o-meter survey, which in 2010 indicated stable results compared to previous surveys. In line with cultural transformation theme, the company also implements Community of Practices Implementation CoPI that include CoPI ESC, Coaching, Feedback Dialogue-Day and People Review. a. Service Level Agreement involves all directorates b. In 2010, a new measurement was introduced for workers perception on both outcomes and practices under the theme of new culture change action, known as EMI Employee Mindset Index. Henceforth, EMI will be used to measure the progress of culture change.

2. BREAKTRHOUGH PROJECT PROGRAM BTP

In 2010, 16 BTP RJPP Pertamina Long Term Plan were appointed with the average achievement of 100.49. Signiicant achievements made through BTP RJPP 2010 are as follows: a. Exploitation Acceleration at 6 Mining Work Areas WKP of PT. PGE Tangible impacts include: 1. Issuance of project location permits 2. Issuance of Government Decree No. 702010 to replace Government Decree No. 592007 3. Drilling of 14 Development a Wells at 6 WKPs 4. Agreements with state power company PT PLN Intangible impacts include: 1. More coordinated Project Management 2. Networking establishment with the Government for permit processing b. Banyu Urip Early Production Optimization 20.000 BOPD Tangible impacts are: The start of operation of Banyu Urip oil ield with average production rate of 20.064 BOPD. Off taker of Banyu Urip crude oil were PT Pertamina Persero and PT Tri Wahana Universal with detailed CSA Crude Sales Agreement as follows: 1. CSA MCL – Pertamina : 10,000 BOPD 2. CSA MCL – TWU : 6,000 BOPD Intangible impacts are: completion of DRA Drag Reduces Agent study. a. Crude Oil Management Strategy Dampak Tangible adalah : • Adanya Standard Operating Procedure SOP sesuai dengan proses bisnis baru. • Penambahan 11 minyak mentah baru ke dalam data base untuk pengadaan minyak mentah . • Memberi kemudahan di dalam optimasi untuk mendapatkan potensi penambahan margin keuntungan sebesar ±US 60 juta per tahun. Dampak Intangible adalah : Perubahan mindset dalam upaya memaksimalkan margin keuntungan melalui program GRTMPS linear programming sebagai dasar perhitungannya. b. Implementasi Integrasi Deviation Charge Back dengan Integrated Port Time IPT Deviation Management. Hasil dari BTP ini adalah meningkatkan eisiensi transportasi perkapalan yang dapat dilihat dari penurunan IPT sebesar 7,8. c. Integrated Procurement BTP ini mampu mengeisienkan proses pengadaan dengan adanya penghematan Total Cost of Ownership TCO sebesar 20 dan pengurangan jumlah pemesanan yang sama sebesar 5. k. hASIl PENCAPAIAN TRANSFORMASI PERTAMINA Dengan adanya transformasi budaya dan BTP, transformasi Pertamina pada 2010 berhasil memberikan pencapaian antara lain : 1. Membangun dan mengembangkan kepemimpinan pekerja melalui program TLE PPEP Sebagai wujud komitmen terhadap pengembangan kepemimpinan, Pertamina menjadikan program pelatihan budaya kinerja menjadi program mandatory untuk pekerja baru. Dari seluruh kegiatan pelatihan tersebut, 275 pemimpin Transformasi telah dibina melalui Transformation Leadership Engine TLE dan Program Pengembangan Eksekutif Pertamina PPEP. c. Crude Oil Management Strategy Tangible impacts are: • The existence of Standard Operating Procedure SOP that is in line with new business process. • An addition of 11 new crude oil into crude oil procurement database • The convenience in optimization of achieving proit margin target of ±US 60 million per year Intangible impacts are: Mindset change in the effort to maximize proit margin through GRTMPS linear programming program calculation basics. d. Implementation Integration of Deviation Charge Back with Integrated Port Time IPT Deviation Management. The BTP resulted in the increased eficiency of shipping transportation as observed in the decline of IPT by 7.8. e. Integrated Procurement This BTP could improve the eficiency of procurement process by saving Total Cost of Ownership TCO by 20 and reduction of similar order amount by 5. k. PERTAMINA TRANSFORMATION AChIEvEMENT RESUlTS With the transformation in culture and BTP, Pertamina’s transformation in 2010 has resulted in the following achievements: 1. Building and developing workers leadership through Transformational Leadership Engine TLE Pertamina Executive Development Program PPEP programs. As a form of commitment toward leadership development, Pertamina decided to make work culture training programs as mandatory for new workers of all the training programs, 275 Transformation leaders have been trained through the Transformation Leadership Engine TLE and Program Pengembangan Eksekutif Pertamina PPEP. w w w .p e rt a mi n a .co m 185 184 L APO R AN T AH U N AN | AN N U AL R EPO R T PER T AMI N A 2 1 TATA KELOLA PERUSAHAAN GooD coRPoRaTe GoveRnance Tata Kelola Perusahaan Good Corporate Gevernance 2. Peningkatan GCG Score dari tahun ke tahun 3. Peningkatan produksi di Hulu Deskripsi 2006 2007 2008 2009 2010 Description Produksi Migas Oil Gas Production • Minyak MMBBL 133.15 143.20 150.21 176.44 191.82 Oil • • Gas MMBOE 191.42 191.85 201.25 237.50 251.97 Gas • • Migas MMBOE 324.57 335.05 351.47 413.94 443.79 Oil Gas • 4. Peningkatan safe behavior melalui kegiatan HSE Awareness di EP Field Cepu, Field Rantau dan Field Pangkalan Susu, PT. PGE Kamojang dan Lahendong, SPBE Sumatera bagian selatan, dan Kantor Pusat. 2. Annual GCG score progress 3. Upstream production progress 4. The improvement of Safe behavior through Health, Service Environment HSE Awareness activities at EP Cepu Field, Rantau Field and Pangkalan Susu Field, PT. PGE Kamojang and Lahendong, Southern Sumatra Bulk LPG Filling Station SPBE and Pertamina Head Ofice. KOMITMEN TERHADAP MANAJEMEN MUTU Penerapan Manajemen Mutu Pertamina ditekankan pada dimensi pengelolaan bisnis ke depan. Hal itu dilakukan dengan mengintegrasikan mutu ke dalam proses bisnis perusahaan secara keseluruhan, sehingga memberikan manfaat nyata pada praktik pengelolaan bisnis. Aplikasi manajemen mutu antara lain diwujudkan melalui Pertamina Quality Assessment PQA, Continuous Improvement Program CIP, Sistem Manajemen SM dan Knowledge Management Pertamina KOMET. Beberapa upaya tersebut dilakukan untuk meningkatkan keterlibatan pekerja di setiap kegiatan perbaikan kualitas kerja serta membangun budaya berbagi pengetahuan knowledge sharing. Pada program PQA , selama 2010 Pertamina telah melaksanakan kegiatan assessment yang diikuti oleh 21 unit operasi dan anak perusahaan. Penilaian dalam PQA menggunakan metode yang setara dengan standar National Quality Award karena dilakukan berdasarkan metode 7 Pilar Malcolm Baldrige. COMMITMENT TO QUALITy CONTROL The implementation of Pertamina Quality Management is emphasized on the dimension of future-oriented business management. This is carried out by integrating quality into the company’s overall business processes, to bring tangible beneit in business management practices. The quality management is applied through Pertamina Quality Assessment PQA, Continuous Improvement Program CIP, Management System SM and Knowledge Management Pertamina KOMET. The company has done various efforts to increase workers’ involvement in every work quality improvement activities as well as building knowledge sharing culture. Throughout 2010, Pertamina has performed assessment for PQA program which was participated by 21 operational units and subsidiaries. The PQA assessment used a method based on Malcolm Badrige’s 7 Pillars which is equal to the National Quality Award standard. Forum I: Taking charge delivering value Fieldwork 2 days 2 days 1 days 5 weeks 5 weeks Fieldwork Networking Networking Forum II: Leading teams to get result Forum III: Motivating inspiring to action SKILL BUILDING PROGRAM IS DESIGNED TO DEVELOP LEADERS ON THE-JOB 2006 2007 2008 2009 2010 62.86

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