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On 2/10/09, S Roestam <[email protected]> wrote: > > Setuju dengan analisis pak Chamdani, perlu perubahan total Pertamina, > Reformasi budaya, sikap, tindak dan komitmen para Pimpinan dan > Karyawannya. > > Bagaimana kalau mayoritas SDM-nya sudah "karatan"? > Perlu CEO yang dapat bersikap tegas, lugas namun lurus, jujur dan > tidak pamrih! > > Silahkan ditanggapi. > Wassalam, > S Roestam > -------------- > > ----Original Message---- > From: [email protected] > Date: 10/02/2009 17:48 > To: <[email protected]> > Cc: <[email protected]>, <[email protected]>, > <[email protected]>, <[email protected]>, > <[email protected]>, <[email protected]>, > <[email protected]>, <[email protected]>, "Indonesia" > <[email protected]> > Subj: [indonesia] Re: [IA-ITB] Pushing Pertamina to become world class > company > > 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 > > > > > > > > > > > > DISCLAIMER : This e-mail and any files transmitted with it > ("Message") > > is intended only for the use of the recipient(s) named above and > may > > contain confidential information. You are hereby notified that the > > taking of any action in reliance upon, or any review, > retransmission, > > dissemination, distribution, printing or copying of this Message or > > any part thereof by anyone other than the intended recipient(s) is > > strictly prohibited. If you have received this Message in error, > you > > should delete this Message immediately and advise the sender by > return > > e-mail. 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