PEMETAAN STRATEGI PT PERTAMINA RU V BALIKPAPAN BERDASARKAN BALANCED SCORECARD

Changes in government regulation on oil and gas industry in Indonesia is shown by Act No. 22 of 2001, the Law of the Republic of Indonesia on November 23, 2001 indirectly tightened competition for business in oil and gas industry. Therefore, in order to meet the new regulations, the oil and gas industry in Indonesia must restructure their strategies from both upstream and downstream business activities so that companies can remain competitive. Pertamina is one of the companies engaging in oil and gas industry and are experiencing the impact of regulatory changes. Companies that initially existed as the state-owned company, is now a PT (Persero) and must be running a dual role, namely to be a player at the same time regulator in the oil and gas sector, coupled with the demands of global competition that challenged Pertamina into a world class company. In 2006,Pertaminaconducted a gradual transformation from the top down and Pertamina center forwarded in 2007 by staging the BusinessUnit of Pertamina. Balikpapan Refinery Unit V is one business unit at Pertamina's downstream sector at the startingpoint in the implementation of transformation ofPertamina on other Processing Unit as it is considered to have sophisticated infrastructure and internal environment that is more prepared than other RU. In the process of transformation of the company's strategy, RU V needs to perform the alignment between the financial aspects and non-financial aspects in the formulation of their strategy. This study analyzes the company's mapping strategy based on the five aspects of balances scorecard (stakeholder, financial, customer, internal process, learning and growth) and identify the Key Performance Indicators (KPI) in each strategic objective as a company's performance measurement system