One IndoAsia
Magazine
English Version, January 2014
Chuck Taylor Supporting Energy Security
One IndoAsia
Magazine
Chevron IndoAsia Budiness Unit: Sumatra Operations • Kalimantan Operations • Geothermal & Power Operations-Indonesia • Geothermal & Power Operations-Philippines
Editor-in-Chief: Dony Indrawan Editor & Production Editor: Villya Rompis Mersinta Christantri Design: Zero Plus One Printing: Neuborn Media Coordinators: • IBU : Villya Rompis • SMO : Dian Paramita • KLO : Widiawati • GPO : Prasasti Asandhimitra
Your comment and suggestions are welcomed. Contact: The Editor - One Indo Asia Magazine Policy, Government & Public Affairs Sentral Senayan I Office Tower 12th Floor Jl. Asia Afrika I No. 8 Jakarta 10270 Indonesia Email: One_IndoAsia@chevron.com IBU President & Managing Director: Chuck Taylor CPI President Director: Albert Simanjuntak CICo Sr. Vice President: Chris Stevens GPO & NOJV President Director: Javier La Rosa IBU Sr. VP Policy, Government & Public Affairs: Yanto Sianipar
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Profile
Community
Chuck Taylor
Caring for Others by Donating Bloods
Leading to Support Energy Security
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Corporate Responsibility
OE/HES
LBD Changed My Destiny
Chevron's Operational Excellence through SERIP
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Editor's Note Greetings, After a long absence, the magazine One IndoAsia again present in you to enrich internal communication along with the first ever IBU electronic magazine called IndoVoice e-magazine. IndoVoice is published as part of making various communication channel within the organization. Through this electronic version, Chevron internal community could easily access all actual discussion yet lightweight and attractive topics anywhere and anytime.
Highlight
A Visionary Envisions Our Renewable Energy Future
Life Tools
Recharge Our Self
Learning from Chevron’s journey in Indonesia in the past three years, we observed strong achievements as well as challenges faced by Chevron as the leading integrated global energy company. The Chevron’s stories were published in lots of media. In the increasing need of energy supply, Chevron continuously support efforts to ensure that we deliver energy for the country’s growing economy and continue supporting the livelihood of Indonesian and Phillipines people. In this first edition, we are highlighting Energy Security as the main theme.
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IBU Facts
Company Updates
Pipeline & Platform
A Closer Look at e-PMP
Another interesting story is about profile of Chevron IndoAsia Business Unit new leader, Chuck Taylor, --which has experience four years in Sumatra operations. He talks about Chevron’s role in supporting national energy security and his personal impression of Indonesia. We might have heard or even involved in our Local Business Development (LBD) program as one of Company’s social investment program to make people in areas of operations become reliable supplier of goods and services. We write a story about Yuliana, one of our LBD partner in Sumatra operations who confess how LBD has change her life. Hope you enjoy this edition and the next editions. We welcome you to share any inputs to make our One IndoAsia Magazine and IndoVoice e-magazine more interesting from time to time. Please send your comments or suggestions to One_IndoAsia@chevron.com. Thank you,
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PROFILE
Charles A. Taylor As the new Managing Director of IndoAsia Business Unit effective August 1, 2013, Chuck – his nickname- tells us that he feels honored to lead this business unit. To the editors’ team, Chuck shared his thoughts about IBU and Indonesia’s energy security.
Could you please tell us about your background and your career? I started my career at Chevron through Gulf Oil, 33 years ago. Early in my career, I worked in the Gulf of Mexico in drilling, operations, sub-surface engineering, and a variety of staff roles. In 1994, I moved to Chevron’s Corporate Headquarters in San Ramon into a staff role supporting PT. Caltex Pacific Indonesia. After leaving California, I took a position with PT. CPI in Duri and worked in the Bekasap SBU for 4 years. Following my time in Indonesia, I took positions in Aberdeen Scotland, Lagos Nigeria, and then moved back to San Ramon to become Vice President for Corporate Health, Environment & Safety, and Vice President for Corporate Strategic Planning. You’ve been in your post as IBU MD for several months now, what is your impression of this business unit? I am extremely complimentary of how the business unit has matured in so many ways during the time that I have been away. I am impressed with how the organization has continued to improve its capability to deliver performance and particularly pleased with how that has enabled such outstanding performance in operational excellence. The business unit is setting the pace in reducing injuries for Chevron. Given the size in scope of our operations here, I think this should be a source of great pride for every member of the workforce. I also recognize that IBU has become much more multidimensional. When I was here before, CPI was focused
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in Sumatra operations and a new geothermal operation in Darajat. The addition of our Kalimantan shelf assets, the prospect of deepwater development, Philippines geothermal activity and potential growth through ongoing exploration activity and in geothermal in Sumatra and Java have all created many more dimensions to the business. I think this is important for Chevron’s long term success in this region and I like how it offers our employees such a diverse set of learning and development experiences right here in the business unit. What is your perspective about energy security in Indonesia? I am pleased that energy security is such an important part of Indonesia’s dialogue. It’s important that the people of Indonesia understand the role of affordable energy in enabling a healthy economy and continued improvement in the quality of life. In Indonesia, there it is also important to recognize the critical role that development of energy resources plays in providing revenue to the government, opportunities for employment and building local capacity. I am proud of the fact that Chevron has contributed in these areas for almost 90 years. What do you see as the main challenges for Chevron and other key players of oil and gas industry in Indonesia? Continuing to develop understanding and alignment with our external stakeholders remains our biggest challenge. We have technical challenges, operation challenges, internal execution challenges, but I would say I have a great deal of confidence in this organization to
overcome those things. I think the bigger challenge for us is managing our external stakeholders and helping them understand the mutual benefit of our success and our growth. Helping educate them to understand the best means or enabling us to execute the business in a way the yield benefit both for us and the country is important. What is the future plan for geothermal as renewable energy in IBU and Indonesia? Geothermal continues to represent a tremendous opportunity for us and the nation. Part of the economic growth in Indonesia is created by the growth in electricity supply. Having access to power stimulates consumer, industrial, and commercial activities. I think creating a stronger power base in electricity is fundamental for economic growth here. Demand is already quite large and continues to grow at a rapid pace. The opportunity for all forms of electricity generation resides within Indonesia. Our geothermal activity is also aligned with the Minister of Mines & Energy’s recently announced four pillars of energy development in Indonesia. One of those pillars is the development of renewable energy sources. Geothermal is a key renewable. The quality of geothermal resources in Indonesia is as good as anywhere in the world. There are opportunities for future development and we look forward to partnering with the government and others to find ways for economic means of development. What is your commitment as a leader from the world’s leading integrated energy company for Indonesia’s energy security? As I indicated earlier, Chevron has been in Indonesia for almost 90 years. I think that alone says a lot about our commitment to Indonesia. We have been here through good times and through challenging times. We have adapted to the many changes that this country has been through. Throughout it all, we have remained
steadfast in our commitment to work in the best interest of this nation and our shareholders and both have benefited greatly. Indonesia continues to be a world class energy basin both in hydrocarbon resources and geothermal resources. Chevron plans to be part of the ongoing development for the long term.
us much closer as a family. My children (1 daughter and 2 sons) are very close with one another and with their mother and I, and I believe we have put ourselves on a path to remain close in the future. I can’t think of anything more important than that.
Do you have any interesting experience while working in Chevron IBU? One thing that will always make Indonesia special to me and my family is that moving to Duri was the first time we had ever lived outside of the United States. So, it will always have a special place in our hearts. My wife and I moved here with two very young children back in the 1990s and actually added a third child to our family while we were here. The time we have as families with young children is a very special time. That having occurred in Indonesia will always make this country a very special place for us. Our time in Duri was also very special to us because of the many friends we made. Many of these friends have become lifetime friends – both expatriate and Indonesia national friends are people we have maintained contact with even over the 15 years we’ve been away. This also makes our return to Indonesia quite an exceptional opportunity. To be able to come back and to reunite with so many of those friends makes us very happy. And this is a personal question, what does family means for you? My family is the most important thing in my life. I think of myself as a husband and a father above all else. My family is a large part of the reason that I have chosen my professional path. We have been fortunate to have many experiences living in many places in the world. Those experiences have been mostly positive, but there have also been some challenges along the way. The fact that we had all those experiences together makes
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CORPORATE RESPONSIBILITY
Local Business Development
LBD Changed my Destiny Yuliana is a 32-year-old woman from Riau who is extremely grateful for what she has. This former minimum-wage administrator is now the owner ofher own company, CV Mulia Jaya Makmur, and has many projects on the go. Chevron’s Local Business Development changed her life.
Yuliana’s journey began in 2002 when she took the leap into LBD by joining a Chevron local business development workshop. The workshop covered safety, technical skills, project management, financial management, and tender procedures. Yuliana learned about the Business Conduct & Ethics Code (BCEC), the Smith System, Fundamental Safe Work Practices (FSWP), Behavior-Based Safety (BBS), Contractor Health Environment and Safety Management (CHESM), and ARIBA.
the other people in the LBD, simply because she was a woman:surely LBD was more for men. But Yuliana was determined not to work for others, although she didn’t see the results of her hard work immediately. She had to persevere without getting discouraged and giving up.
Yuliana was 21 at the time, and her efforts were met with scorn from her family and sideways glances from
Her hard work eventually paid off. The mother of one who hadn’t dared to dream about owning her own
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vehicle now has two private cars and a pick up truck for her business. Her increased income has had an effect on her status within her own family too. “They take more notice of me now,” she said. “Now my family is proud of me. They support me, and I’ve become a place for them to air whatever complaints they may have. The insights I’ve gained from LBD have changed my attitudes and the way I talk.”
(1) Chevron LBD accepts acommunity development award from the Ministry of Energy and Mineral Resources., (2) LBD program successfully assigned more than 4,000 contracts to our local partners
One of Chevron’s values is to help develop small and medium-sized businesses, particularly in its areas of operation, and as part of its corporate social responsibility program, the company implements local economic development programs to help communities generate income through LBD initiatives. The programs aim to create employment and business access, develop SMEs, and support government business coaching programs.
Local Business Development (LBD) is the realization of Chevron’s commitment to develop the potential of small businesses and cooperatives through a business partnership program based on mutually beneficial unity. The program’s vision is to be recognized as a local business development scheme which addresses the needs of communities and reflects the company’s commitment to building sustainable partnerships. The LBD’s mission is to develop small companies and cooperatives into reliable, professional and competitive suppliers to Chevron and other large Indonesian companies.
“I have learned a lot of valuable lessons in the LBD that I can apply in everyday life. For example, I’ve become increasingly concerned about health and safety, I’m learning how to communicate and to be a good leader, and I’m learning to be spirited and live with integrity,”Yuliana said. Yuliana sees the changes the LBD is bringing for many, and not only in their personal lives. She believes that the program has reduced the amount of violent crime in her community, as people who were formerly unemployed learn to be independent and earn an income for themselves. She observes that the local population have become more positive and more ethical, because many of them have
followed the basic LBD program and learned about ethical behavior and how to conduct their businesses. LBD was launched in 2001, and over the past six years over 4,000 contracts have been signed for the LBD program and approximately 5,500 vendors have been trained. The LBD program itself has received a community development award from the Ministry of Energy and Mineral Resources. The criteria for the award are sustainability, independence, participation, driving change, originality and innovation, breadth and integration, effectiveness and results-driven. In closing, Yuliana expressed her expectations of Chevron. “Hopefully the company will be more trusting of projects that have a low risk to the LBD. Thanks to the LBD I am able to employ 6-7 people per project. If the company can help others to find work, I won’t be able to put my gratitude into words.” (Source: PGPA SMO)
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COMMUNITY
Caring for Others by Supplying Energy “Dumai residents used to have to go to Pekanbaru if they needed blood. Now they just have to go to the Dumai red cross office.” “In Riau province, only the Pekanbaru and Dumai branches of the Indonesian Red Cross are certified to perform blood transfusions. We’re very proud of the trust that has been placed in us. The Dumai Red Cross can definitely live up to this trust. We can serve local people who wish to donate blood and make blood available for those who need it.” Those words were spoken by the head of the Dumai branch of the Indonesian Red Cross, Nahar Effendi. That the Dumai Red Cross is able to supply enough blood for the city is thanks to good cooperation among the Red Cross, the government,
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private institutions, and the local communities. “In fact, we are now able to ‘pick up the ball’ with donors. Now that we can go to the donor, blood donor requests come in repeatedly, not only from companies or government agencies in Dumai city, but also from as far away as Rokan Hilir and Bengkalis.” Blood becomes unusable if it is not stored properly, which can be a problem if not enough storage space is available,but the Dumai Red Cross has a full quota of equipment and storage facilities. “We can have over 100 donors wanting to give blood at any one time, and we can serve them all because we have modern equipment. We have mobile transfusion units complete with vehicles, and so many donors
that we always have plenty of stocks of everything except AB, which is a very rare blood group.” “Almost eighty per cent of our equipment was donated by Chevron. As well as transfusion and storage equipment, we now also have some very useful equipment to treat patients suffering from dengue fever,” said Nahar Effendi. “We certainly couldn’t give the service we do if it weren’t for the equipment we received from Chevron. I never imagined that we could get to this point.” The aid to the Dumai Red Cross is just one way in which Chevron actively seeks to improve the lives of the communities living in its areas of operation. The company is committed to protecting people and the environment, and is always ready to help people in all walks of life.
Chevron employees are also active blood donors. Blood drives are regularly held in partnership with the Indonesian Red Cross in the company’s operational areas in Riau, Sumatra; East Kalimantan; Salak and Darajat, West Java; and in head office in Jakarta. This program is the result of cooperation between Chevron and Indonesian Red Cross through areas of operation
blood drive collected as many as 237 bags of blood. In Jakarta, the social events committee held a blood drive on September 5, 2013 which collected 297 bags of blood.
Voluntary blood donation has taken place regularly over the years in all Chevron’s Indonesian operational areas. All year round, employees and their families, business partners, and communities in the company’s operational areas participate in blood drives to help each other. Some employees have given blood over thirty times.
The Geothermal and Power Operations also hold blood drives in their areas in Salak and Darajat, West Java. “Blood drives are part of our employees’ and company’s social responsibility programs to help maintain blood stocks and save lives together,” said Manager Policy, Government and Public Affairs (PGPA) GPO-I Ida Bagus Wibatsya. “Chevron’s geothermal operation has already donated over 3,000 bags of blood to the Red Cross since 2008 from donations by the employees and communities in the area around Chevron in Salak.”
At the Sumatra operation Chevron has recently resumed blood drives at the mainhall of the Rumbai Country Club. According to Community Engagement Specialist Vivien Herlin, the latest
Medical Officer SMO Kus Dwi Hartono believes that donating blood benefits not only the recipient but also the donor. “Donating blood helps to regenerate new cells and speeds
up the metabolism, minimizing the possibility of cardiovascular disease including coronary heart disease and stroke.” At the beginning of 2013 Chevron received an award from the Garut branch of the Indonesian Thalassemia Foundation for its support for thalassemia sufferers as an active blood donor group. In 2012 the company also received an award from the Sukabumi Red Cross for its commitment to supplying blood to local communities in the area. With its dedication to its humanitarian values, Chevron’s social programs encourage employees and their families and the company’s business partners to support blood drives and make them part of their lifestyles, making every drop of life blood more meaningful and putting our energies to the common good. (Source: PGPA IBU, PGPA SMO)
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OE/HES
Chevron's Operational Excellence Through SERIP Chevron has become one of the largest energy companies in the world because its human excellence, and to the values espoused in accordance with “The Chevron Way”. Operational excellence is forever in the spotlight, and SERIP, for “Surface Equipment Reliability and Integrity Process” is one of our flagship programs. This article portrays SERIP as a whole, and details its supporting programs. Basically, SERIP is a systematic, staged approach which consists of five stages. This process aims to deploy and standardized SERIP process, subprocesses and procedures that enable operation and maintenance safety facilities, sustain integrity, prevent incidents and augmenting efficiency. Optimization of ORDC with Handheld Analyzer Operator Routine Duties (ORD) represents one element within SERIP Stage 1 which has been implemented widely in IBU. Operator Routine Duties and Checklist (ORDC) requires: the data management process become more effective, the audit process and search more easily implemented for each given task being performed, and employees are alerted in the process of identifying any deviations from operating parameters necessitating remedial action. Implementation
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of the use of a handheld devices analyzer is a response to the need to support business process optimization of existing ORDC. ORDC project implementation using a handheld analyzer in the CPI was first implemented in April 2011 with full-scale training, known as the ORDC Handheld Content Development Workshop; it followed operators in Sumatra Light North (SLN) Operation as ORDC adapters. Selected operators are given training in order to build program in SLN latest system. Thorugh the implementation of integrated ORDC equipments, this program was expected to optimize work time efficiency. Implementation of RCM in SLN Operations We also consider Reliability Centered Maintenance (RCM) for SERIP. RCM
is a process to determine best maintenance procedures, based on the reliability of a given piece of equipment. Through this process appropriate treatment strategies can be developed. Advantages of the RCM process (which also became the target of implementation) are: optimization of maintenance costs, improved operational performance and teamwork, while reducing the risk of potential accidents. The sum of these advantages is the ability to bring the performance of the maintenance system up to international standards. In SLN Operations, RCM implementation stems from the review process, beginning in 2009. Own implementation of the RCM recommendations has been ongoing since early 2011, concurrent with the implementation of the Crew Scheduling Workbench. Periodic monitoring of the implementation of this takes place every week, along specified parameters. From the monitoring results, there emerges a visible indication of how RCM has achieved the target of decreasing the number of work orders and reducing work order costs. Achievement of the
RCM target in conjunction with the optimal performance of equipment continues to be maintained. Mobile Substation For Supporting SERIP To support the attainment of the objectives of SERIP, a team of Power Generator & Transmission (PGT) personnel learned to innovate, using the mobile substation in its operations. The Mobile Substation is a complete movable substation including all necessary equipment and protection relay. The mobile substation is crucial to support the reliability of power system operations when the main substation is undergoing maintenance and repair. The electronical mobile substation was the only mobile station in Chevron.
The existence of a mobile substation assists operations in continuing to run uninterrupted, avoiding any power outage from the substation. In addition, the mobile substation is also very necessary in the event of disruption or damage to the substations, which may require a long time to repair. The Mobile Substation Units was firstly operated at Bekasap Main Substation in October 2010 and officially launched by VP Sumatra Light Operation at that time, Noor Bambang Siswoyo. Technology and Operational Reliability are two elements that can slow the rate of decline in production levels in the SMO. Thus, the mobile service substation is certainly supportive
of oil production by increasing the reliability of electricity transmission and distribution, Noor Bambang observed in his speech at the launch. The main components in the mobile substation is a transformer that work by lowering the high voltage of power running in the transmission system starting from the generating system, a medium-voltage distribution system. Through this distribution system, power is supplied from the substation to a desired electrical load or user location. Currently, the Mobile Unit Substation is operated by one dedicated team, responsible for preparation, installation, maintenance and shutdown of substations; they also supervise the shutdown and detachment of the mobile unit substation after substation maintenance work is completed.
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HIGHLIGHT
A Visionary Envisions Our Renewable Energy Future
Demand for energy is increasing steady everywhere, while the world also is made aware of the urgent need to protect the earth from the effects of global warming. This is our dilemma. And thus the response from Chevron, one of the largest integrated energy companies in the world. Years ago Chevron has realized this urgent reality, concluding that the optimal solution would be the development of a source of energy both environmentally-friendly and renewable. Our readers may know well about this quest for a superior source of energy. The bare fact is that the world still relies on petroleum, natural gas, and coal as primary energy sources: the International Energy Agency (IEA) figures global daily oil demand might even reach 88 million barrels. What’s more, demand is accelerating, and by 2030 the world will need another 40% of the various types of energy that run our civilization. As world crude oil prices are driven up, and conventional energy reserves depleted, groups and individuals from many directions have come to champion awareness of the importance of renewable energy development – for the survival of humanity. Chevron looks toward a future of both renewable energy and energy
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efficiency. “The world needs a variety of molecules and electrons from all existing energy sources,” observed John McDonald, Chevron Vice President and Chief Technology Officer. “Our focus is finding new energy source proven viable from a business standpoint, such as geothermal energy, coupled with energy efficiency. The key is to discovering and developing such promising technologies lies both in the laboratory and in the marketplace.” For a number of years Chevron has been running a test program involving seven distinct photovoltaic solar technologies and wind power plants; these are located in California and Wyoming. Simultaneously, in Mississippi Chevron has been working together with local enterprise to produce second-generation biofuels
that use cellulose, after previously experimenting with corn and other crops. Since 1945, when the manifestation of a subterranean heat source was identified near the Chevron oil and gas facility in the California Imperial Valley community of Herber, the Company has continued to develop its geothermal business interests in various locations around the world. In 1967, Unocal, the predecessor of Chevron, began operating ‘the geysers’, which was at that time the largest geothermal field in the world, just north of San Francisco, California. In Indonesia and the Philippines efforts to exploit geothermal sources began in the 1980s, and today Chevron Geothermal manages to deliver 1,273 megawatts of electricity to about 7 million homes in both countries. In fact, Chevron is now the largest geothermal energy producer in the world. “Renewable energy will play an important role in the world’s future energy mix if we are able to provide energy on a large scale and at an affordable price,” President Chevron Technology Ventures Des King commented in December, commenting on the work of the department which handles strategies, studies, and development of renewable energy. The Potential of Geothermal as a Renewable Energy Commencing with the efforts of the Climate Change Convention (United Nations Framework Convention on Climate Change or UNFCCC), in coordination with the Ministry of Environment of the European Union and the World Resources Institute, it was agreed to categorize geothermal as ‘renewable energy’, as it may be defined as a source of energy without limits. According to the Ministry of Energy and Mineral Resources, the Republic
of Indonesia has geothermal resources capable of generating some 29,000 megawatts of electricity, nearly half of which (approximately 10,000 megawatts) is located in Java and Bali, the most populous islands – and thus the ones with the highest electricity demands. In the Philippines, which has become the second-largest producer of geothermal energy in the world (after the U.S.), there is a potential of some 4351 megawatts: as quoted in the 2006 Philippine Energy Plan, the national target for additional geothermal capacity is 1,200 megawatts over a 10-year period. The multiple advantages of geothermal energy begin with its low impact on the environment. This natural energy from the bowels of this earth can generate electricity with practically no greenhouse gases. Further, very little waste is produced because most of the geothermal energy is contained in water, which is channeled back underground. In addition, the use of geothermal energy can reduce dependence on the consumption of other, non-renewable, fuels to generate electricity. How Can Geothermal Generate Electricity? Geothermal energy can be found mainly in the path of the horseshoe-shaped ‘Ring of Fire’ which extends around the Pacific through Java, Sumatra and the Philippines, extending down to Antarctica. This geothermal zone is in an active seismic area vulnerable to earthquakes and volcanic eruptions as well.
and geothermal liquid can generate electricity through a process of conversion. Geothermal fluid (superheated water mixed with steam) from far below the surface is piped up to the plant, where water (brine) and vapor are separated, the steam directed to a turbine power plant while the water is returned underground to help generate more steam. The result is that these spinning turbines generate electricity to power millions of homes and across the JavaMadura-Bali grid operated by PLN. Chevron also continues to support policies and programs of the Government of Indonesia in terms of geothermal development. In 2010 the Government launched its Accelerated Power Procurement Phase-II of 10,000 megawatts, of which about 4,000 megawatts will derive from geothermal sources. About 12 million people in Indonesia and the Philippines have benefited from the conversion of geothermal energy to electricity; the potential of this energy source is still very great when it is cultivated and developed seriously. Stakeholder participation also plays a major role in the commercialization of geothermal energy in the future. Energy that is clean, reliable, inexpensive, renewable, and environmentally friendly: is not this a perfect example of living in a better world? (PGPA GPO-I)
Geothermal energy is produced when fluid water seeps into boilinghot magma, far under the surface biosphere of the earth. This geothermal fluid gets trapped in the pores and fissures of the earth’s crust at fracture depths ranging from approximately 6,000 feet to a depth of 9800 feet (about 3,000 meters). To harness it, an underground reservoir is excavated, so resultant steam
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IBU FACTS
Pipeline and Platform
600 Km A main oil pipeline in length, stretches from the station to the Dumai Gathering Terminal. Its length exceeds the Siak River in Riau, Indonesia’s longest and deepest river (length 300 km, the depth to 26 m).
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44 Km A pipe production and distribution complex in length, from Salak Geothermal and Darajat. The pipeline crosses the protected forest transversely, to avoid having to fell trees.
70 A total of oil platform
array Chevron offshore production in the Makass Strait, East Kalimantan.
PHILIPPINE GEOTHERMAL PRODUCTION COMPANY, INC. (MAKBAN) Geothermal PHILIPPINE GEOTHERMAL PRODUCTION COMPANY, INC. (TIWI) Geothermal
6 Chevron pipelines are coded with 6 universally acknowledged colors. Black: Oil, Blue: Water, Yellow: Gas, Red: Fire Brigade, Green and Metallic Ash: geothermal.
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LIFE TOOLS
Recharge Our Self Eileen Rachman & Sylvina Savitri
Eileen Rachman Director Experd/Executive Coaching
The principle of “worklife balance” does not always work out. Thus such people avoid doing an assigned job they may find themselves increasingly by others, and feel haunted by guilt when they can find no solution. Others look around for a scapegoat they can blame as the source of their boredom. Even more alarmingly, some workers actually develop medical problems as a result of their overwhelming sense of boredom. It is unlikely that there are people who perceive this position is a “comfort zone”, because boredom is certainly not comfortable. However, individuals who are not actively attempting to change the situation most probably do not even know how. Our Inner Inventory Like the state of a human body that has not been exercising, we can feel insensitive to force, motion and lose our flexibility. In any job situation people can feel “unfit”, especially when doing certain jobs for years without any change or fresh challenges, either externally or from the internal customer organization. Moments like this really reflect the perfect time for us to begin to re-record any “lessons learnt” and appraise the skills we have learned from past experience. An “inventory of ourselves” is an activity that can build our awareness and can help
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When we observe someone who looks so happy, a person who is clearly productive and excels in their work, we often learn that for them the key is “passion” in their work. But for others, work which would best be done with a “mission” and full of “heart” sometimes feels tedious, especially when we are in a relatively large organization, with a number of career ladder and work routines.
us see how far-reaching is the value of self-growth, to self, team, or organization. It becomes very useful when the lesson we have learnt that then be applied to prepare training materials for our juniors as we carry out ‘coaching’ with them. Automatically, the “inventory of ourselves” will force us examine the aspects of rote and intuition, as well as questioning whether we are truly pursuing an efficient way of working. Is there not perhaps another, more practical way? Many studies have shown that there are new tools and a more practical way actually discovered by people who are bored at work. Sometimes, we also need to solicit the views of others and take advantage of others’ perceptions of our work as well. With such a “second opinion”, both from the inside (our own colleagues) or from consultants or other outsiders, we can receive valuable feedback. Interaction effects & “Clash” Many people are advised to break up their routines to ward off boredom, through ways such as learning things outside of work over the short term. We are all familiar with the phenomenon known as the Medici Effect, where someone has actually
discovered a way out of the problem, after experiencing other things outside of work. It also was also beneficial to athletes who always look for exercises outside their customary expertise. The effect of this interaction is not mysterious. Perception of the ‘in’ jobs would have been different with a perception from outside. If we ever attempt other duties, then we will enrich ourselves. We do not have an allergy to boredom, since boredom with our work is actually also an alarm for us, signaling that we are ready to strengthen themselves. We can add specific skills or simply add a new sporting activity. We can make new friends or start social media activities, connections that can move us to a work environment that is more extensive and more advanced. Clearly, the spirit of our work does require nutritional fortification. It can be through connecting with new friends, the acquisition of new knowledge and skills, or harder and harder exercises, training our nerves to face new challenges.
COMPANY UPDATES
A Closer Look at e-PMP
At the beginning of 2013 Chevron implemented the Electronic Performance Management Process (e-PMP), which records agreements between teamleaders and members, and measures employees’ performance electronically. The system aims to improve the efficiency and effectiveness of the appraisal process.
The ePMP is a reliable tool which can be accessed from any computer to review both current and historical statistical data on employee performance. It not only helps managers to keep accurate performance management records at every stage of an employee’s career, but also provides performance targets in the form of execution focus items, or EFIs. e-PMP is capable to provide statistical data accurately. Management be able to supervise PMP’s status of each level. They hoped, by way of ePMP, all employees can understand their job target and can compatible with Execution Focus Item (EFI). The other benefits of ePMP are: • The tool records performance data in real time • Significantly reduces the collective network memory usage for servers and email • It enables managers to integrate performance recording into one document, and • To access the most up to date information on employees. Although the ePMP is electronic, it does not take the place face-to-face contact between managers and team members, who work together to set the agreements which are recorded by the system, and to delineate duties and responsibilities. The primary challenge the implementation of the new system faces is employee adaptation.The HR IBU’s team is mitigating this by socializing the process and conducting workshopswith management, leaders and employees. The team also provides one-to-one assistance to those who still have problems completing their ePMP. Chevron believes that good processes yield good results, and the new ePMPsystem is more process-oriented rather than results-oriented. Its built-in structure and quality dialog will make a positive contribution to the company’s purpose and expectations. (Source: PGPA SMO, PGPA IBU)
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PHOTO GALLERY
2013 is a year full accomplishment for IndoAsia Business Unit. We have summarized all of the photos regarding our achievements in 2013.
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Chevron-Pertamina Principal of Agreement signing on the geothermal energy partnership 2. Government of Indonesia representatives and Chevron Management at the launch of Minas Surfactant Trial-2 3. Group picture of Chevron Management and labor union at the CLA signing event 4. PROPER Gold presentation to Chevron from Minister of Environment 5. Front page of the first ever Chevron Indonesia website 6. MoU signing between Chevron and Indonesia Mengajar Foundation with its founder, Anies Baswedan 7. Hamid Batubara received the Indonesian Most Admired CEO 2013 8. Town Hall of Chevron Corporation Chairman & CEO John Watson in Jakarta 9. Discussion with Indonesian Republic President on the energy industry at opening of the 37th IPA Exhibition & Convention 10. Indonesia Most Admired Companies 2013 presentation, witnessed by formed Vice President Jusuf Kalla 11. Farewell greeting to Jeff Shellebarger from IBU and warm welcome to the new Managing Director, Chuck Taylor 12. Emil Salim from Kehati Foundation, participated at the Green Corridor Initiative tree planting event
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One IndoAsia