www.pertamina.

com

AGENDA
Profile of PT Pertamina (Persero) The Role of Safety in Accelerating Pertaminas Transformation Risk Matrix PT Pertamina HSE Road Map PT Pertamina Lesson Learned from Incident HSE Improvement Program

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Profile of PT Pertamina (Persero)

Up Stream
Crude Oil and Gas Producer Geothermal Energy

Down Stream
Refinery Marine & Industry fuel (Kerosene/Solar/Diesel/MFO, etc) Fuel retail (Pertamina Dex, Pertamax/Pertamax Plus, BioPertamax) Aviation Business Lube Oil Business LPG Business Petrochemical Business Public Service Obligation (PSO): Subsidized Fuel: Kerosene, Premium, Solar
Shipping/Piping Depot Transportation SPBU

Up Stream

Refinery

VISION To be a world class national oil company

MISSION To carry out integrated core business in oil, gas, and biofuel based on sound commercial principle

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Profile of PT Pertamina (Persero)

PT. Pertamina EP Area In Indonesia

Region of Kalimantan & East Indonesia Region of Sumatera

Region of Jawa

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Profile of PT Pertamina (Persero)

PT. Pertamina Hulu Energi Domestic Working Areas - JOB

PHE GEBANG (50%)

PHE SIMENGGARIS (37,5 %) PHE JAMBI MERANG (50%) KALIMANTAN SULAWESI PHE PASIRIAMAN (50%) PHE RAJA (50 %) PHE TUBAN EAST JAVA (50 %) JAWA PHE TOMORI (50 %) IRIAN JAYA MALUKU PHE SALAWATI (50 %)

PHE OGAN KOMERING (50 %)

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Profile of PT Pertamina (Persero)

New Development Oil dan Gas EP (Domestic and Overseas)

Libya - NOC Algeria Sonatrach Vietnam Quad China Sinopec Libya Iraq Sudan Vietnam Domestic JSA, JBA, 15%, T/O, Farm-in

Iraq - NOC

Mexico Pemex

GOM - IOCa

Venezuela PDVSA Brazil Petrobras

Equador

Australia Woodside
Existing project Inprogress - assessment project Inprogress - screening project

Qatar

Indonesia
1 KS +21 Assets

Malaysia

Project
Existing Project Inprogress Assessment Project Inprogress Screening www.pertamina.com

Domestic
22 Assets > 5 projects > 2 projects

Overseas
6 Assets > 6 projects 4 projects

Profile of PT Pertamina (Persero)

PT Pertamina Geothermal Energy

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Profile of PT Pertamina (Persero)

Refineries Location
LAUT CINA SELATAN
ARUN MEDAN SINGAPURA
LBO Plant 9.000 Bpsd
ARUN LNG PLANT LNG : 12.500.000 M T/Y LPG : 1.600.000 M T/Y BUNYU METHANOL PLANT KAPASITAS : 330.000 T/Y UP VII -KASIM CAPACITY : 10 MBSD UNIT : C D U NHDT PLF

LAUT PASIFIK

BONTANG B. PAPAN

PAPUA SULAWESI

DUMAI S. PAKNING

KALIMANTAN
BONTANG LNG PLANT LNG: 18.500.000 MT/Y LPG: 1.100.000 MT/Y

PALEMBANG MUSI

LAUT JAWA
RU II - DUMAI/S PAKNING CAPACITY : 170 MBSD UNIT : CDU HVU H - CRACKER D. COKER PLATFORMER

BALONGAN JAKARTA

CEPU

BALI

JAWA
CILACAP
RU VI BALONGAN CAPACITY : 125 MBSD UNIT : CDU ARHDM RCC COMPLEX PROPULENE REC. LPG PLANT RU IV CILACAP CAPACITY : 348 MBSD UNIT : FUEL COMP. I & II LUBE OIL PLANT I, II, III ASPHALT PLANT PARAXYLENE PLANT -

RU III - MUSI CAPACITY : 118 MBSD UNIT : C D U HVU FCCU POLY PROPYLENE PTA

UP V BALIKPAPAN CAPACITY : 260 MBSD UNIT : CDU HVU H - CRACKER PLATFORMER WAX PLANT

LEASED OWNED JOINT VENTURE

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Profile of PT Pertamina (Persero)

Down StreamStream- Marketing & Trading
SOUTH CHINA SEA PACIFIC OCEAN

BBM Retail Region I

S U

BBM Retail Region II

JAWA SEA

M A

KALIMANTAN
R

BBM Retail Region III BBM Retail Region V

T E A

BBM Retail Region VI

SULAWESI

BBM Retail Region VII

IRIAN JAYA

BBM Retail Region IV

BANDA SEA

Facilities
7 region of Fuel Retail Marketing 4 region of Marine & Industry Marketing 4 region of Aviation Marketing 5 region of Domestic Gas Marketing
112 Depot 4.434 SPBU/Gas Station 54 DPPU/Aviation Depot 97 Dock and Jetties areas 3 LOBP (Lubricant Oil Blending Plants) 151 Tanker

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Profile of PT Pertamina (Persero)

Focus Area Transformation Acceleration in Upstream
1

Operational Excellence
2

Build safety culture in Upstream Operational HSE Focus Changing Mindset Budget Constraint Becomes Business Oriented Pilot approach Role Model CBM Natuna Upstream Business Development Block Cepu UTC -Technology leader is THE KEY

Growth in E&P

Technology Leader

GAS
5

Pertagas becomes Customer Focused Not Only O&M company Accelerate Growth of Geothermal Business Maximizing potential of non fossil energy alternative

Geothermal
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Profile of PT Pertamina (Persero)

Improvement of the National Energy Mix in 2025
Optimizing Energy Mix

biomass, nuclear, hydro, solar, wind

CO2 : ~1150 Metric-ton CO2 Eq. Renewable: 155 MBOE

CO2 : ~950 Metric-ton CO2 Eq. Renewable: 476 MBOE [Elasticity <1] Reduce Oil Dependency More Renewables Reduce CO2 Emission

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Profile of PT Pertamina (Persero)

We realized that oil & gas business = Safety Business Pertamina has implemented continuous improvement Safety Program & Implementation HSE aspect as main priority in BOD program initiatives, 2011
FILL THE GAP, PREVENT INCIDENT

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Profile of PT Pertamina (Persero)

HSE POLICY

Commitment
Both the Line Management and workers will, with earnest intent : 1. Give top priority to the aspects of Health, Safety and Environment (HSE). 2. Identify the potential dangers and minimize the risks for prevention of incidents 3. Use the best technology in order to reduce the impacts of such operations on human beings, assets, and the environment. 4. Make the performance of Health, Safety and Environment (HSE) a component in the evaluation and appreciation of all workers. 5. To improve awareness and competency level of workers, in order to make their jobs done in a proper and safe conduct. 6. Establish and maintain harmonious relations with the stakeholders relative to operations for mutually profitable partnership.

Objective
Zero Incident

Aim
We, PT Pertamina (Persero) and its subsidiaries/ affiliates, have a commitment to the protection of anyone, the Companys assets, environment, and neighboring communities against the potential dangers involved in PT Pertamina (Persero)s operations.
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AGENDA
Profile of PT Pertamina (Persero) The Role of Safety in Accelerating Pertaminas Transformation Risk Matrix PT Pertamina HSE Road Map PT Pertamina Lesson Learned from Incident HSE Improvement Program

www.pertamina.com

The Role of Safety in Accelerating Pertaminas Transformation

www.pertamina.com

AGENDA
Profile of PT Pertamina (Persero) The Role of Safety in Accelerating Pertaminas Transformation Risk Matrix PT Pertamina HSE Road Map PT Pertamina Lesson Learned from Incident HSE Improvement Program

www.pertamina.com

Profile of Risk PT Pertamina Matrix PT Pertamina (Persero)

1. Contractor safety 2. Equipment/Plant integrity 3. Management Commitment 4. Safety culture 5. Procedue Compliance 6. Competency 7. Organisation structure 8. Emergency response & Contigency Plan 9. Waste handling.
4 1
Contractor safety Safety Culture

2
Equipment integrity

9
Waste handling

3
Commitment Management

Emergengency Response

7
Org. structure

5
Procedure Compliance

Competency

Risk Matrix HSE Aspect

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Impact

Risk Matrix PT Pertamina

RISK MANAGEMENT MATRIX
1. Contractor Safety 2. Equipment/Plant Integrity 4. HSE Culture

HIGH

R I S K

8. Emergency Response/Contingency Plan 9. Waste Management 6. Competency

5. Procedure and Standard

MEDIUM

3. Commitment of Management 7. Organization Structure

LOW

React LOW

Influence MEDIUM

Control HIGH

MANAGEABILITY
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AGENDA
Profile of PT Pertamina (Persero) The Role of Safety in Accelerating Pertaminas Transformation Risk Matrix PT Pertamina HSE Road Map PT Pertamina Lesson Learned from Incident HSE Improvement Program

www.pertamina.com

I N C I D E N T

LEVEL OF SAFETY CULTURE TO BE ACHIEVED BY PERTAMINA

At This level, still go wrong, but instead of looking for people to blame, this organization actively seek out and learn from the failure. They embrace the error and use them to make thing better TAKE OFF (World Class Company)

R A T E
Zero
GENERATIVE HSSE is how we do business round here

Beginning

Improving
Succeeding

Leading
(World Class Company) 2015
Continued GENERATIVE Set very high standards and attempt to exceed them rather than be satisfied with minimum compliance. Brutally honest about failure, but use it to improve, not to blame. They dont expect to get it right, they just expect to get better. Management knows what is really going on, because the workforce is willing to tell them and trusts them not to over-react on hearing bad news. People live in a state of chronic unease, trying to be as informed as possible, because it prepares them for whatever will be thrown at them next.

2009 - 2010
REACTIVE is where safety is taken seriously, but Gets sufficient attention after things have already gone wrong. People say things like its a dangerous business, or you have to understand it is different here, you have to look out for yourself, or those who have the accidents are those who cause them. CALCULATIVE is where an organization has implemented the HSSE-MS successfully Because HSSE is taken very seriously, there is a major concentration upon the statistics bonuses are tied to them, contractors are rated in terms of their safety record, not just because they are the cheapest. Lots of data is collected and analysed, we are comfortable making process and system changes. There is a plethora of audits and people begin to feel they have cracked it. Nevertheless businesses at this level still have fatalities and are surprised when these occur.

2011 - 2014
PROACTIVE
is where the business is
Moving away from managing HSSE based on what has happened in the past to really looking forward, taking steps before being forced to. The workforce starts to be involved in practice, as well as in management statements of intent. Unlike the Calculative, where the HSSE department still shoulders a lot of the responsibility, in Proactive organisations the Line begins to take over the HSSE function, while HSSE personnel reduce in numbers and provide advice rather than execution. KPIs become increasingly process-oriented are we doing the right things? - rather than just focused on incidents have we had any accidents? Creating an environment that encourages the behaviours and beliefs that will deliver lasting improvements in our performance both HSSE and beyond

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HSE Road Map PT Pertamina

Road Map to Safety Excellence The Implementation of Best Practice Safety in Pertamina
Foundation and System Building

Skills and Continuous Improvement

Achieving and Sustaining Safety Excellence

Visible HSE Leadership at site: a. Improvement ASA/SWAT and Tracking system b. Reward and Consequence c. Safety Committee Meeting d. HSE Contract Management e. Improvement HSE Capabilities/Awareness f. HSE as promotion Criteria for management g. Performance Measurement People Safety & Health Improvement: a. Safety Improvement Implementation Program : PPE, Critical Standard, dll. b. Contractor Safety Management System (CSMS) c. Implementation of Nearmiss report d. Upskill Capabilities HSE Aspect e. Cross Audit Internal f. Assessment HSE Culture g. Benchmarking internal and eksternal Pertamina h. Knowledge management HSE Aspect i. Emergency Responce Procedures j. Industrial Hygiene

PROACTIVE SAFETY CULTURE

Driving all
employe to improve safety all the time Integrating all safety program across organization
CONT. IMPROVEMENT

2009 www.pertamina.com

2012

2013

2014

2015

HSE Road Map PT Pertamina

Road Map to Safety Excellence The Implementation of Best Practice Safety in Pertamina
Foundation and System Building Skills and Continuous Improvement Achieving and Sustaining Safety Excellence

Process Safety Improvement:

a. Work permit + Job

Safety Analysis (JSA) b. Incident investigation and tracking of recommendation c. Management of Change Personnel Facility Technical d. Internal Process Audit & Tracking

Quality Assurance Process Safety Information Emergency Preparedness Audit & Tracking For Compliance to : Mechanical Integrity Pre Start Up Safety Review

PROACTIVE SAFETY CULTURE

CONT. IMPROVEMENT

2009

2012

2013

2014

2015

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AGENDA
Profile of PT Pertamina (Persero) The Role of Safety in Accelerating Pertaminas Transformation Risk Matrix PT Pertamina HSE Road Map PT Pertamina Lesson Learned from Incident HSE Improvement Program

www.pertamina.com

We have some efforts to improve safety performance, but major incident still happen.....

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Lesson Learned from Incident MAJOR INCIDENT IN PERTAMINA DURING 2009 - 2011
Fuel Tank Fires at Plumpang Depot, 18 Jan 2009: Fires happen during loading activity and manual dipping (sampling). Fuel Tank Fires at Biak Depot, 2009: During fuel loading process from Tanker to Premium Tank. Tank distance to housing residents is very close. Source of ignition comes from housing residents. Truck LPG Fires and explotion at Makasar LPG Depot, 2009: Fires happen during LPG Truck loading from LPG Filling station. Truck slid because no brake pair, and brake LPG hose connection and followed by LPG release and explosion. Fuel Tank Fires at Ampenan Depot, 2010 Tank Fires occured during emptying the contents of tank for maintenance preparation. Source of ignition comes from non Explotion proof Pump that is used during maintenance preparation. Tank Fires at Cilacap Refinery Unit, April 2011: Tank Fire & Explotion occured during HOMC loading to HOMC Tank. Under investivagion to find the root cause of incident.
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Lesson Learned from Incident SUMMARIES OF ROOT CAUSES TANKS INCIDENT IN PERTAMINA, 2009-2010
1. Lack of suvervison in operation and maintenance of equipment (Tanks fires at Biak Depot, LPG Truck fires at Makassar LPG Depot) 2. Inadequate Work Standard The use of sub standard equipment (LPG Truck fires at Makassar, and Ampenan Depot) 3. Lack of procedures Prosedure of tank cleaning and dipping tank level (Plumpang Depot, Ampenan Depot) 4. Inadequate Engineering package Distance of Tankage with Housing residents (Plumpang Depot and Biak Depot) LPG Truck loading position during LPG Filling, Makassar. 5. Lack of Knowledge and Training (Makassar LPG Depot, Ampenan Depot)
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Lesson Learned from Incident LESSON LEARNED MANAGEMENT IN PERTAMINA

IN PERTAMINA, IN CASE OF MAJOR INCIDENT HAPPEN, CORPORATE INVESTIGATION TEAM WILL INVESTIGATE TO FIND THE ROOT CAUSES OF INCIDENT AND BEGIN TO COLLECT SOME DATA RELATED TO THE INCIDENT AS SOON AS POSSIBLE

IN THE SAME DAY, OPERATIONS UNIT CONDUCT SAFETY STAND DOWN

ALL RECOMMENDATIONS FROM INVESTIGATION TEAM WILL BE FOLLOWED UP AND MONITORED BY USING TRAFFICT LIGHT SYSTEM, AND DISCUSS IN BOARD OF DIRECTORS SAFETY COMMITEE MEETING

ALL PERTAMINA LOCATIONS MUST TAKE THE ROOT CAUSES OF INCIDENT AS LESSON LEARNED.

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AGENDA
Profile of PT Pertamina (Persero) The Role of Safety in Accelerating Pertaminas Transformation Risk Matrix PT Pertamina HSE Road Map PT Pertamina Lesson Learned from Incident HSE Improvement Program

www.pertamina.com

HSE IMPROVEMENT PROGRAM

SAFETY LEADERSHIP & COMMITMENT
Implementation of SWAT/MWT Take five visible commitment Consequences Management

THE IMPROVEMENT EQUIPMENT INTEGRITY, PREVENTIVE MAINTENANCE AND INSPECTION

Inspection & preventive maintenance for critical equipment Include process Safety aspect in KPI GM Unit Operation

BEHAVIOUR BASED SAFETY

Safety Observation Card Program Regular safety meeting Safety Improvement Implementation Program for all operation Unit.

CSMS : CONTRACTOR SAFETY MANAGEMENT SYSTEM. IMPROVEMENT COMPETENCY

HSE Mandatory Training Optimization of Sei Gerong Safety Training Ground

REPORTING ONLINE OF HSE PERFORMANCE

HSE BOD Online KPI Shared Online (including process safety aspect)

CROSS DIRECTORATE AUDIT Personal & process safety audit LESSON LEARNED & KNOWLEDGE MANAGEMENT

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HSE PERFORMANCE
Leading Indicator (HSE Meeting & MWT)

2010
2.000 1.800 1.600 1.400 1.200 1.000 800 600 400 200 MWT HSE Meeting
1.200

2011
1.802 1.528 1.341 1.186
800 1.000 HSE Meeting MWT

Year 2010
1.053 773 598 870

Year 2011
813

1.066

Number

Number

737 379 476 558 605

820

600 400 200 Jan Feb 149 60 368

529 341 240 138 380

395 273 145 143 88 30

Jan Feb Mar

219

278

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Mar

Apr

May

Lagging Indicator (TRIR & Incident)

2010
6,00

2011
Year 2011
5,00 4 4,00 3 3,00 2 2,00 1,00 0,29 0,00 Jan Feb Mar Apr May 0,13 0,31 0,13 0,32 2 5

TRIR Incident

Note : Cummulative Data

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Behaviour change pillar

Workforce ownwership Manajemen komitmen Measurement (obs) Awareness raising Behaviour analysis

SWAT

LEADERSHIP & FACILITATION CSMS SIIP SWAT

QUESTION & DISCUSSION

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intervention

Thank You

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