Maaf, saya cuma orang awam saja.
Tulisannya puanjang, tetapi intinya agar Pertamina menjadi world class,
pemerintah
harus mengurangi (menghilangkan ?) intervensi politiknya. Tapi Benarkah ?
Mari kita tengok fakta berikut :
1) Sumber beberapa media menyebutkan 80 % penghasilan Pertamina dari bisnis
downstream (Harian Bisnis Indonesia 9 Feb. 09).
Saya meragukan Pertamina punya kemampuan disektor upstream.
Simplenya, bandingkan saja dengan Petronas yang sudah melanglang buana
dari Vietnam sampai Sudan dan Etiopia. Pertamina cuman jago kandang
doang !!!
2) Dari 80% penghasilan yang dari downstream tsb. sebagian besar
dihasilkan dari
distribusi BBM dalam negeri (BBM bersubsidi). Itupun Pertamina hanya
punya kapasitas
maksimum 70% dari kebutuhan dalam negeri. Sisanya import dari LN
(baca Singapore).
Bahkan LNG-pun sekarang harus diekspor mentah ke Singapore untuk
diolah dulu.
Lalu bagaimana kalau skema subsidi dihapus sehingga terjadi
persaingan bebas
dengan operator minyak asing ? Maka gambarannya akan mirip
persaingan bisnis oli
yang sudah mulai dideregulasi juga. Bisa jadi Pendapatan pertamina
tergerus disini.
3) Apa yang disebut "Intervensi politik" disini ? Apakah hanya sekedar
masalah pricing
BBM bersubsidi ? Sebab, saya tidak melihat adanya halangan dari
Pemerintah yang
menekan Pertamina untuk tidak boleh go internasional, membangun
rifenery baru dll.
yang sifatnya lebih strategis. Sebab, kalau memang itu BBM
bersubsidi konsekuensi logis
pemerintah yang mengatur.
Saya pribadi lebih melihat halangan Pertamina terbesar adalah mental
orang Pertamina
sendiri. Mereka harus merubah mindset dan attitude, dari orang yang
korup menjadi
pekerja yang punya komitment dan akuntable. Dan trnasformasi inilah yang
paling diperlukan
oleh Pertamina.
Salam.
Joi Surya Dharma (IDN/PCOSB) wrote:
Artikel menarik oleh Supramu Santosa, mengenai Pertamina terutama
opininya setelah pergantian Presdir-nya.
Semoga program transformasi Pertamina menjadi world class company
dapat tercapai sesuai rencana.
Pushing Pertamina to become world class company
by: Supramu Santosa
Pertamina has a new leader. Arie Sumarno has been replaced after three
years of service, which is a bit longer compared to those of his
predecessors, Widia Purnama (two years), Ariffi Nawawi (one year) and
Baihaki Hakim (three years). Pertamina has often experienced changes
in leadership. As a mater of fact, repeated change of leadership is
counter-productive for the growth of such a big company as Pertamina
if it is expected to carry out changes. Continuity is a necessity. A
Pertamina new leader willing make comprehensive and substantial
changes which are needed for Pertamina to grow and develop into a
world-class company needs four to five years to define vision and
build a strategy to achieve it.
A new corporate leader needs to deeply study problems faced by the
company before making changes and defining a new corporate strategy.
As far as a big and complex company such as Pertamina is concerned, a
new leader needs at least six months to see, study and understand its
problems, strength, weaknesses and opportunities (conducting a kind of
SWOT analysis). After that, the leader needs another one year to
formulate vision, strategy and comprehensive planning. It needs
another year to socialize the vision, strategy and comprehensive
planning to all parts of Pertamina's organization. Thus, two or three
years length of time will be spent for the works to devise strategy,
planning and socialize them. The remaining two years will be spent to
carry out a full-scale implementation of the new corporate strategy.
Thus, Pertamina's board of directors should be given an ample time if
they are expected to make comprehensive and substantial changes that
are needed to develop Pertamina into "a flagship of Indonesia." This
does not mean that the board of directors would not be able to make
changes and do efficiency during the planning period. Such changes,
however, are not total and comprehensive in nature.
Pertamina has almost everything needed to become a world leading oil
and gas company. Pertamina has upstream assets -- exploration and
production assets -- with enormous potentials. Quite a number of
international oil and gas companies have been approaching Pertamina
for cooperation in view of the potentials. Pertamina's exploitation
and production areas still have a low rate of recovery and thus have
potentials to be optimized. The production rate of Pertamina's
exploitation fields could be increased using state-of-the art oil and
gas technology. If the exploration is carried out extensively and the
exploitation of fields is optimized, the upstream operation will
create tremendous value for Pertamina.
Pertamina also has downstream assets -- refineries and distribution
network -- which are spread across Indonesia, something which new
downstream newcomers in Indonesia such as Shell and Petronas lack.
Imagine how much are the investment and time needed by big companies
such as Shell, Petronas and Exxon to build an expansive network such
as the one owned by Pertamina. Indeed, the oil and gas law has allowed
a free competition in oil and gas downstream sector. Yet, Pertamina
has been far ahead of its competitors. Although Pertamina has been
given by the government a "social mission" of distributing fuel across
the country, the downstream business will still be able to contribute
a lot to its growth if it is well and efficiently managed.
In terms of human resources, Pertamina has a workforce which is
experienced in all sectors. Many people are skeptical about
Pertamina's workforce. Thanks to a long interaction with Pertamina,
the writer knows well that Pertamina has a lot of talented,
resourceful and professional workers. What is needed is the creation
of working environment and cultural changes where Pertamina's human
resources can work professionally and do their best. Cultural change
should be part of Pertamina's new corporate strategy. If anything, the
cultural change is as important as other changes of business strategy.
The new culture should make all Pertamina workers have a strong
commitment towards corporate culture and strategy. The new culture
should also instill pride and sense of belonging into all Pertamina
workers. This is a hard but very important task of Pertamina's new leader.
Pertamina is a big and complex company mired in political interests.
Thereby, a Pertamina leader should have a strong leadership and
personality, a broad perspective and experience and a long-distance
vision and a high entrepreneurship. A broad knowledge about oil and
gas is an advantage, but not a must.
Thanks to all the strength, under a competent and professional
management, Pertamina must and will be able to develop itself into a
world well-respected oil and gas company as long as the government
gives it a chance and encourages it to grow.
Give Pertamina a chance to invest in upstream and downstream sectors.
With such big assets and potentials, Pertamina will face no
difficulties to raise funds for development, either through
cooperation with strategic partners or other types of funding.
Also needed is a political will of all concerned parties, particularly
political powers, to support, encourage and give chances for Pertamina
to healthily grow. Give Pertamina's management a freedom to make
policies and decisions like other world oil and gas companies without
much intervention from political decisions. Let Pertamina be tightly
supervised by a competent Board of Commissioners, state comptroller
(BPKP) and independent auditors rather than the House of
Representatives (DPR) and the Cabinet. Thus far, Pertamina's leaders
have been forced to spend too much time to prepare for and attend
meetings with the DPR and the government. There has been too much
political intervention in Pertamina's policies, sometimes related to
small things such service and goods provision. Such activities take
time that Pertamina's leaders have not much time left to think about
and conduct strategic works that need high concentration.
Indeed, Pertamina has a task of supplying and distributing fuels
across the country, whose prices are determined by the government and
partly subsidized. The price and subsidy, which are the products of
political decisions, should not hurt Pertamina's balance sheet and
Pertamina should be allowed to get economic benefits from the
activity. A profit for Pertamina is in the end a profit for the
government as the shareholder, isn't it? Domestic fuel distribution
remains the most sensitive issue and, as it turns out, this activity
determines how the government and the public judge the whole
performance of Pertamina. Because of it, Pertamina's management should
place a reliable system and team with a continuous monitoring. Don't
ever allow delays in fuel and LPG supplies to occur! With a good
system and monitoring, this is certainly not difficult to do.
Pertamina will face fewer criticisms if it is able to perform the task
of fulfilling fuel demands. This, in turn, will enable the management
to concentrate on business expansion.
We all hope Pertamina can develop itself better than Petronas and
compete with other multinational companies. Thus, give Pertamina a
freedom to act like other oil and gas companies! Give Pertamina's
leaders enough authority and time to carry out its vision, of course
under an effective and close supervision from a professional board of
commissioners! To the new leader of Pertamina, keep up the good work!
Note: The writer is an oil and gas executive; observer of oil, gas and
energy; and the former Vice President of Indonesia Petroleum Association.
Kind Regards,
Joi Surya Dharma
E&P Strategy Unit (EPSU)
PETRONAS, Tower 1 Level 11
Mobile: +60143253817
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