Management Quality

Continuous Improvement Program (CIP)

PEPC manages CIP activities based on the Decree of the President Director of Pertamina No. Kpts-46/C00000/2017-S0 dated August 14, 2017 regarding the Code of Pertamina Quality Management System. For each implementation of improvementactivities or efforts to resolve an idea/problem/innovation individually or in groups to support the achievement of company goals, it is mandatory to use the Continuous Improvement Program (CIP) concept. CIP activities are carried out bottom-up and top-down within the PEPC environment to support the completion of tasks and responsibilities in daily work within and between functions.

CIP activities are divided into four (4) categories, as follows:

  1. Project Collaboration Improvement (PC-Prove)
  2. Functional Team Improvement (FT-Prove)
  3. Individual Improvement (I-Prove)
  4. Replication Team Improvement (RT-Prove)

The four activities include Idea/Innovation Planning (Plan), Implementation (Do), Evaluation (Check) and Standardization, Socialization, CIP Audit I (activity) & II (implementation), Sustainability Audit (Act), and Internal CIP Presentation Forum – Directorate – Corporate.

The number of CIP Teams that participated in the PEPC Internal Presentation forum from 2017 – 2020 experienced from 32 teams in 2017 to 40 teams in 2020.

Achievements of the PEPC CIP Team for the period 2017 – 2020:

  • 2017
    • Earned 3 Platinum and 7 Gold at UIIA Forum
    • Won 2 Gold at the Asian Pacific Quality Organization (APQO) International Presentation Forum in the Philippines
  • 2018
    • Obtained 1 Platinum, 4 Gold, and Best Value Creation Achievement at the APQA Forum
    • Earned 3 Platinum and 5 Gold on the UIIA Forum
    • Earned 1 Gold at the International Presentation Forum in Abu Dhabi
  • 2019
    • Earned 4 Gold on the APQA Forum
    • Obtaining The Best Value Creation Achievement at the APQA Forum
    • Obtained 3 Platinum, 4 Gold, The Best Value Creation at the UIIA Forum
  • 2020
    • Earned 2 Platinum, 3 Gold on APQA Forum
    • The Best Performance Excellence at the APQA Forum
    • The Most Value Creation Achievement on the APQA Forum
    • The Most Value Creation Achievement on the APQA Forum
    • Earned 5 Platinum, 6 Gold on UIIA Forum
    • Best Value Creation I (PC-Prove Phenomena) & III (PC-Prove OPSPROD 2020) at the UIIA Forum

System & Standardization Management (SSM)

PEPC manages System & Standardization Management (SSM), including by mapping Business Processes with reference to world-class best practice American Productivity and Quality Center (APQC) Framework, SKKMIGAS, Pertamina (Persero), Pertamina Hulu Way (Pertamina Exploration Way – PEW, Pertamina Upstream Development Way – PUDW, Pertamina Drilling Way – PDW, Production Way) and the current business environment. Business Process Mapping is carried out by the ISO Integration Implementation Team, in accordance with the Business Process as outlined in the PEPC President Director’s Decree dated November 20, 2017 and updated on July 31, 2019.

In the PEPC Business Process, work processes related to carrying out upstream oil and gas activities, namely exploration, development, operation and production, are carried out in a sustainable manner and require coordination or a management system that ensures aspects of company sustainability, confidentiality, culture, effectiveness, security and smooth processes. carried out by internal resources. However, with government policies c.q. SKKMIGAS several work processes were handed over to external resources (Exxon Mobil) based on the Joint Operating Agreement (JOA).

To support the achievement of the new PEPC Vision (updated on October 1, 2020) and excellent performance, PEPC has implemented and certified the International Standard System, namely ISO Series/ISO Integration, namely:

  1. ISO 9001:2015 regarding Quality Management System
  2. ISO 14001:2015 regarding Environmental Management Systems
  3. ISO 45001:2018 regarding Occupational Health and Safety Management Systems
  4. The ISO 37001:2016 certification on Anti-Bribery Management System (SMAP) was obtained on 23 December 2019, and the first Re-certification was on 26 – 27 October 2020.

Knowledge Management (KM)

PEPC manages Knowledge Management (KM) to improve employee competence and a culture of Knowledge Sharing (sharing knowledge) both from internal PEPC, Subholding Upstream and from PT Pertamina (Persero). Activities to support the successful management of Knowledge Management activities, including:

  1. Offline/Online Sharing
    Forum (Webinar) em, a form of knowledge sharing forum that is held face-to-face (before the Covid-19 pandemic) and online/internet media (Webinar). In 2020, due to the Covid-19 pandemic, the offline sharing forum was replaced with an online internal forum for PEPC workers.

    The Knowledge Sharing Forums held include:

    • PEPC Internal Sharing Forum
    • PUSHKU Forum (Upstream Subholding Knowledge Up Officer)
    • POLS Forum (Pertamina Online Learning & Sharing)
    • Webinar Forum
  1. Community of Practice (CoP)
    Is a discussion between expertise in the same discipline in 1 function or across functions to discuss solutions to problems that exist in the company environment online through the Knowledge Management Portal (KOMET).
  1. Ask the Expertem
    , a question and answer forum managed by PT Pertamina (Persero) in sharing knowledge online through the Knowledge Management Portal (KOMET).
  1. Comment on Download
    , a form of feedback on the knowledge assets found on the Knowledge Management (KOMET) portal.
  1. Knowledge Asset Utilization
    Is the use of knowledge assets contained in the KOMET Portal as learning materials.
  1. MySite

This is data entry by PEPC workers related to competence, professionalism and interest in sharing knowledge which is done online through the Knowledge Management Portal (KOMET).

Quality Management Assessment (QMA)

PEPC manages Quality Management Assessment (QMA) based on Pertamina’s Excellent Performance Criteria (KKEP) to improve excellent performance to support the achievement of the Company’s targets (RJPP/RKAP), which includes 4 focuses:

  1. Leadership & Sustainability
  2. Operational Excellence
  3. Work Focus
  4. Customer Focus

Processes and systems related to the 4 Focuses mentioned above continue to be built and developed on an ongoing basis, as well as for the management of performance results over the previous 3 years and benchmarkingdata.

The position of PEPC in 2018 in the Quality Management Assessment by Pertamina Persero is at the Emerging level. In 2020, based on the policy of Pertamina (Persero), no assessment is carried out in relation to changes in the organization of Pertamina Holding and Subholding.

At the APQA Forum, related to PEPC’s excellent performance management, the following awards were awarded:

  • The Best Business Performance Excellence (in 2020)
  • Best Special Recognition for Upstream Cost Production (year 2020)
  • The Best Value Creation Achievement (in 2019, 2020)

To support the successful development and implementation of processes/systems and management of performance results, activities related to QMA are set out into KPIs for the President Director, VP, GM and Managers within PEPC.

PEPC transformation

The PEPC transformation was carried out in the period 2019 – 2021 as an effort to accelerate and in an integrated manner in making process improvements to achieve the Company’s excellent performance, which includes aspects of People (Human Capital & Culture) and Process (System, Business Process & Technology).

In order to make the PEPC Transformation process run well and in order to realize continuous improvement of the Company, a PEPC Transformation Team was formed based on the Order on the PEPC Transformation Program dated January 15, 2019, the PEPC Transformation Team has compiled a PEPC Transformation Roadmap for 2019-2021. The progress of PEPC Transformation implementation is reported periodically to the President Director & PEPC Management Team.

The implementation of the PEPC Transformation Program in 2019 and 2020 by making improvements in an integrated manner both process and results (people & process aspects) has contributed significantly to:

  • Improved understanding of PEPC’s Vision Mission Values and Policy Management System
  • Increased Employee Satisfaction
  • Increased Employee Satisfaction
  • Improved Service Satisfaction in HSSE Functions, Supply Chain Management, Information & Communication Technology & Data Management, Finance, Human Capital and General Affairs
  • Assessments, including:
    • Quality Management Assessment
    • Assessment GCG
    • ISO 37001:2016 SMAP Certification Audit
    • APSA

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