ISSN 2355-4721 Risk Management at Container Terminal

RISK MANAGEMENT AT TANJUNG PRIOK PORT CONTAINER TERMINAL

David Pandapotan Sirait Maria Besiou Kuhne Logistic University, Germany Kuhne Logistic University, Germany [email protected] [email protected]

ABSTRACT

Container Terminal Operations is one of the core business of PT Tanjung Priok Port. The purpose of this study is to identify operational risks container service activities in Tanjung Priok and formulate mitigation efforts in order to ensure the sustainability of its business. Enterprise Risk Management (ERM) has a relationship that is important in the practice of Business Continuity Management (BCM). Risk identification and treatment in general have been mapped in the ERM practices are organized in order to support the achievement of corporate goals. ERM identify, analyze, and manage enterprise risks in general, where it is a first step in making the concept of BCM.The method used is a qualitative and quantitative analysis through the process of Risk Control Self Assessment and Business Impact Analysis. The respondent were General Manager and all staff in PT Tanjung Priok Port. The result showed that there are two significant risks in container terminal is a risk that is not a reliable IT systems and labor strikes. Mitigation conducted on each risk is procuring generators and UPS to anticipate IT system down and the preparation of a Business Continuity Plan to anticipate a labor strike. Keywords : business continuity management; business continuity plan; container terminal; enterprise risk management

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INTRODUCTION is being built to cope with this significant growth ( Port Corporation, 2013). Tanjung Priok Port is a major port in Due to criticality of Tanjung Priok South East Asia. As Indonesia’s largest port, Port for Indonesia’s and IPC’s growth, this it has a significant impact on the economy. study aims to identify whether or not the Volume of trade via shipping line through PTP will implement the Business continuity TanjungPriok drives economy performance management (BCM) principles, thus being of and Indonesia significantly. able to compete as one of the leading TanjungPriok Port builds modern in the world and to serve as the gateway infrastructures and facilities for hundreds port to a large population with a demand years for and container service. There for growth in trade.Based on the aim of is considerable variation in the age and this study the objectives are as follows; standards of quality, operational use and a) Identify the effects of risks that could access at the port. Due to this variation, the impede the continuity of critical business port is exposed to catastrophic risks that, activities conducted at the port especially in if not properly managed could seriously Container Terminal in TanjungPriok Port; affect the logistics pipeline into and out of b) Develop a Business Continuity Plan the port, causing large financial losses for (BCP) to assist the TanjungPriok Container IPC, reputational damage and government Terminal operations team in managing intervention. business interruptions (for example: Labor In the case of Indonesia, because it is strike), reducing risks to a prescribed risk an archipelago, ports play a big role in its tolerance limit and recognizing measures economic growth. In the last five years, the that need to be taken quickly involving all economy in Indonesia has grown steadily. relevant stakeholders and c) Establish a In terms of Gross Domestic Product (GDP), BCM Team that is able to form quickly in there was an increase of 4.63 per cent in reaction to the threat of catastrophic risks. 2009, while from 2010 to 2011 it was 6.5 Some research at ports using risk per cent. From 2011 to 2012, the increase management, as follows; study of container in economic growth was 6.23 per cent and, terminals and investigates risk management in the first quarter of 2013, it increased in the loading and unloading of container to 6.02 per cent (Badan Pusat Statistik terminals(Shang & Tseng, 2010). In Indonesia, 2013). With regard to maritime adition,integration the risk management trade, there has been an increasing trend processes in the CT management policy for container traffic in recent years, from and we simulate its functioning (Najib, 7,404,831 twenty-foot equivalent units Boukachour, & Fazziki, 2013). Another (TEUs) in 2008 to 9,044,435 TEUs in 2011 reaserach, the reduction of risks, derived which is an increase of 22 per cent (The from this vigorously competitive World Bank, 2013). environment through the implementation The Port of TanjungPriok (PTP) is of concrete management practices, can the leading port in Indonesia, contributing be considered as a major objective for to almost 50 per cent of national container the modern port industry (Chlomoudis, flow. Recently, the port has experienced Lampridis, & Pallis, 2013). rapid growth. The growth of container Risk analysis in seaports plays an throughput is expected to reach 7.5 million increasingly important role in ensuring TEUs in 2014, which will exceed the port operation reliability, maritime existing capacity of 7.2 million TEUs. The transportation safetyand supply chain PTP plans to develop in order to facilitate distribution resilience Alyami(Alyami larger vessels and a new container terminal et al., 2014). Increased volatility in the with a total capacity of over 12 million TEUs business world has exposed the inadequacy

238 Jurnal Manajemen Transportasi & Logistik - Vol. 04 No. 03, November 2017 ISSN 2355-4721 Risk Management at Tanjung Priok Port Container Terminal of traditional but fragmented approaches and treatment in general have been mapped to risk management. This has led to an in the ERM practices are organized in order integrated approach to measuring and to support the achievement of corporate managing risks known as enterprise risk goals. ERM identify, analyze, and manage management (ERM) (Quon, Zeghal, & enterprise risks in general, where it is a first Maingot, 2012). To provide the general step in making the concept of BCM. framework of business continuity Business Impact Analysis (BIA) is an management (BCM) and to discuss its important process that probes into business main parts and their mutual relationships processes to determine and list critical (Svata, 2013). processes that are vital to keep the business The novelty of the use of risk going. It is necessary to understand management methods in research in business environments, gather data and container terminals is to identify and information, identify critical processes manage very high risk which will impede needed to carry out vital business operations continuing business by implementing and finally prepare a BIA report enlisting Business Continuity Management. your findings to be submitted to the top Various definitions can be given management. Efforts toward consideration about the risks, but simply means always of internal and external environments related to the possibility of adverse effects and risks that impact financial position as or adverse effects. There is no any method well as the goodwill of the organization that can guarantee one hundred percent that must be considered. Effectiveness of the due to bad that every time can be avoided, business impact analysis is reflected by the unless the activities that involve risks not management’s commitment of people and done (Darmawi, 2000).There are several technological resources to mitigate risks definitions of risk as follows; 1) Risk is the of business continuity projected by your chance of loss, these risks to means usually findings (Sikdar, 2011). used to indicate a situation where there is Business Continuity Management a chance against loss or a possibility of a Plan (BCMP) Business continuity planning loss; 2) Risk is the possibility of loss; and identifies an organization’s exposure to 3) Risk is uncertainty (Vaughan, 1978). internal and external threats and synthesizes Based on the above definitions of risk hard and soft assets to provide effective can be concluded that the risk associated prevention and recovery for the organization, with the possibility of adverse effects while maintaining competitive advantage (loss) of unwanted or unexpected, in other and value system integrity. Elliot et al. words the possibility of uncertainty due 2007A business continuity plan is a plan to to the uncertainty which it is a condition continue operations if a place of business that causes the growth of the risks is affected by different levels of disaster stemming from a variety of activities.Risk that can be localized short-term disasters, management is the process of measurement to days long building wide problems, to a or assessment of risk and the development permanent loss of a building. Such a plan of management strategies. The strategy typically explains how the business would ranging from identifying risk, measure recover its operations or move operations and determine the amount of risk, and then to another location after damage by events find a way how to deal with these risks like natural disasters, theft, or flooding. For (Darmawi, 2000). example, if a fire destroys an office building Enterprise Risk Management or data centre, the people and business or (ERM) has a relationship that is important data centre operations would relocate to a in the practice of Business Continuity recovery site. Management (BCM). Risk identification Driver of Change for Transportation

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Table 1 Global Research into Port Incidents Type of Incident Number % of Total Fire 7 14 % Other (ship collision, oil spill, train collision, pilotage delays 3 6 % Strike 27 55% Natural Disaster 12 24% Source: PWC, 2013 systems Six major factors driving interview with general manager and staff, change: a) Policy (Governance, Security, and questioner. Regulation/Taxation); b) Demographics & Risk Management on previous Society (Population growth, Urbanization, research was conducted by researchers, Changing work pattern); c) Energy A dispositif of risk management, an & Environment (Energy availability, assemblage of institutions, regulations and alternative fuel, climate change); d) models, lies at the heart of risk management Technology (Information technology, (Huber & Scheytt, 2013). More precisely, Material technology, Engine Technology); the research empirically measures the e) Economics (Economic growth, global relation between the extent of use of risk trade, and transport cost) and f) Finance management and the lev el of project (Finance mechanism, pricing and return) uncertainty (Besner & Hobbs, 2012).A (Rodrigue, 2010). framework for dealing with risk management Global Research into Port Incidents issues experienced by participating teams From a sample of 30 ports globally, 11 at sporting events is provided (Hanstad, were found to have experienced multiple 2012).In adition, proposes and presents events. Types of events are illustrated a proactive methodology for port safety below and underscore the importance risk assessment (including the techno- of our observations regarding IPC’s economically effective prioritized control) interrelationships with third parties (e.g., which constitutes an adaptation of the contracted labor and the risk of strikes) and FSA (Formal Safety Assessment) for ships effective coordination of a response to an (Chlomoudis et al., 2013). incident such as a fire or natural disaster. The figure below (Figure 1) shows that the determination of context serves as a filter-to-filter out various kinds of risks that METHOD exist and separates it into a relevant risk to the organization. The risk assessment process The method used is a qualitative and will provide an organization’s risk profile quantitative analysis through the process of and risk severity priority. There are four Risk Control Self Assessment and Business risk treatment alternatives to be deciding Impact Analysis.Previous research on Self whether to accept, reject, share with others, Assessmentat the port container terminal or mitigate the risk so that decision will that is; Self-assessment (also called produce a controlled remaining risk. These control self-assess-ment, or CSA) is a risks must be constantly monitored and in process whereby business areasidentify the review. The result will be the input for and evaluate the risks incurred, the level the repair and improvement of effectiveness of control the areas have over these risks, of risk management. and actionpoints for improvement (Balfan, Gledhill, & Haubenstock, 2002). The methods of collecting data are observation,

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Figure 1 Risk management process

RESULTS AND DISCUSSION 2011). While many of these parameters are similar to those considered in the A. Communications and Consultation design of the risk management framework, The concept of risk communication when establishing the context for the risk in general can be said as an interactive management process, they need to be process in terms of exchange of considered in greater detail and particularly information and opinions that include how they relate to the scope of the particular multi message regarding the risks and risk management process. management (National Research Council, Risk management context of 1989). This process runs internally within Container Terminal Operation in Port of the organization, division, and business TanjungPriok was established referring to units, or out aimed at external stakeholders. Company’s Key Performance Indicators as Risk communication is not to solve all follow; a) Increase container throughput the problems or conflicts. However, the by 24%, which is Financial and Market bottom line is a mistake or neglect risk perspective; b) Fulfill 100% SLA/SLG communication can result in a loss of target, which is customer perspective dan confidence or lack of risk management. c) Fulfill quality assurance target related to Consultation can be described as a process Container cargo, which is Internal process of communication between the company perspective. and stakeholders, regarding certain issues, related to the decision or determination of C. Risk Identification a particular step in addressing a problem. This stage aims to identify the risks that must be managed by the organization B. Establishing the Context through a systematic and structured process. In risk management context This process is very important because the organization articulates its objectives and risks identified in this process will not be defines the external and internal parameters addressed in subsequent processes. This to be taken into account when managing process should also seek to identify risks, risk, and sets the scope and risk criteria both within the organization and outside for the remaining process (Susilo & Kaho, the control of the organization (external).

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The process begins by identifying a and decision-making process regarding comprehensive, extensive, and intensive on the treatment of these risks. Risk analysis the risks of what can happen, where, and reviewing two aspects of risk, namely the when. impact and likelihood. The level of risk Having obtained the list of risks will be determined by a combination of that can occur then someone needs to impact with the possibilities. Scale and start analysing why it happens and how combination methods used should be it happens.Risk identification process consistent with previously established risk output is a list of risk source and event criteria.(Susilo & Kaho, 2011). that significantly impact the management The purpose of risk analysis is to target embodiment. To produce the risk analyze the impact and likelihood of all register, several focus group discussion risks that could hinder the achievement of sessions had been conducted involving organizational goals Container Terminal senior management of Container Terminal Operations PTP, also all the opportunities Operation within 2 weeks. that may be faced CTO PTP. Risk analysis process produced D. Risk Measurement / Analysis statement of likelihood and impact level Expressed that risk analysis is an of risk and also the control effectiveness, attempt to understand the risk. This risk which is expressed in table 5 and 6. analysis will be input for risk evaluation

Table 2 Risk Identification

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Table 5 Risk Measurement of CTO PTP

Table 6 Risk Analysis

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E. Risk Evaluation have very high exposure, meanwhile risk The purpose of risk assessment is to number 3 until 9 are the risks that have high help the decision-making process based exposure which is shown in star on Table 8. on the results of the risk analysis. Risk evaluation process will determine which F. Risk Treatment risks need treatment and how treatment The result of the risk evaluation is priority over those risks. A risk assessment a list that contains the risk rating of the will be input for risk treatment process. risks that require further treatment. The The results of the analysis of the risks of an management organization must conduct a input to be evaluated further into priority study and determine the type and form of order risk treatment, as well as filter out treatment for each necessary risk. certain risks not to be followed or treated In general, the treatment of a risk can special. Risk heat map arise by plotting be one of the four alternatives below(Susilo the risks in risk matrix so that we are able & Kaho, 2011): to know the most significant risks that is (1) Accept the risk, Maintain risk at its shown on table 8. current level by not taking any further actions Risk number 1 and 2 are the risks that This action can be chosen for a given risk

Table 8 Risk Heat Map

Table 9 Treatment decisions

244 Jurnal Manajemen Transportasi & Logistik - Vol. 04 No. 03, November 2017 ISSN 2355-4721 Risk Management at Tanjung Priok Port Container Terminal that is deemed insignificant or has low operational requirement; (4) To reduce risk significance to the company of Equipment and its Operator being not Transfer the risk, Pass / shift risk sufficient, Operations Manager will monitor through to an independent financially equipment partner availability performance capable third party (e.g. Insurer) at a regularly; (5) To reduce risk of SOP reasonable economic cost under a legally implemented inconsistently, management enforceable arrangement. will develop, review and communicate (1) Avoid the risk, Avoid exposure to future current SOP accordingly; (6) To reduce possible risk events. (for example: stop risk of Communication with stakeholder engaging in the activity which creates the risk). is not smooth, General manager will open This option can be chosen for risk with an formal and informal communication with overall risk level that can’t be tolerated nor stakeholder; (7) To reduce risk of restricted accepted by the company; (2) Reduce the area not sterile, General Manager will risk, The strategy to take action to decrease coordinate with PFSO manager; (8) To risk to an acceptable level by focusing on reduce risk of project implementation diminishing likelihood and impact (for is not On time, On performance and On example: reduce current risks by applying budget, General Manager will Coordinate additional controls or improve existing with project manager; (9) To reduce risk of controls and/ or process) business model not ideal, General Manager From discussion with management will coordinate with Change Management Container Terminal Operation of Port of Manager. TanjungPriok, the risk treatment is shown in table 9. H. Monitoring and Review After the workshop adjourned, the G. Risk Mitigation Plan next activity is to monitor and review all Mitigating risk is the risk that the agreed management action, which stated treatment aims to reduce the risk. The on above tables. This activity must conduct treatment can be a reduction in the likelihood regularly to control the progress of those of risk, reduction of losses caused when the programs and also to acknowledge any risk occurs, and the diversification of risk. difficulties that might faced by senior Diversification is a strategy that is more management.Senior management agreed to commonly referred to as “do not put all conduct this activity by quarterly basis or your eggs in one basket”. One example of even sooner in case of there are significant diversification to reduce risk is investing in changes on internal or external parameters. a wide range of portfolios to reduce risk. Any changes in parameters require a re- Management Container Terminal evaluation of predetermined parameters. Operation of Port of TanjungPriok actions plan regarding treatment decision are reduce I. Business Continuity Management the risk by as follow (1) To reduce risk of As per risk assessment result ICT system being not reliable, ICT manager described in chapter 4, there are 2 (two) will procure and buy UPS or back up power very high risks identified at CTO PTP as well as Gen Set; (2) To reduce risk of namely ICT system being not reliable and Labor strike, General Manager promises labor strike. This chapter will focus on to develop and communicate Emergency mitigating labor strike risk by developing Response Plan, Business Continuity Plan Business Continuity Management (BCM). and Crisis Management Plan; (3) To reduce The objective of the implemented BCM in risk of Lack of human resources to operate in CTO PTP is to set up internallabor strikes minimum level, HR Manager will develop handling procedures in order to minimize job description and job spec, which relate to the impact of business and operational

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Figure 2 BCM Life cycle

disruption.Regarding the plan to develop consist of labor, main equipment, key BCM, senior management agreed to use facilities, security and system. And than BCM life cycle, which stated in ISO 22301 senior management agree to focus on loss as a benchmark. The BCM life cycle, of labor (in red) scenario. Moving forward, described on figure 2, will lead senior senior management describes CTP PTP management to develop the BCM smoothly. value chain as shown on figure 4 including the supporting process involved. J. Understanding Business Of CTO PTP The first stage to develop BCM K. Business Impact Analysis is to understand CTO PTP business and The BIA is the foundation on which its business process. As per discussion the Business Continuity Management with senior management, it can conclude (BCM) program is built. According to that CTO PTP activities supported by (BCM, 2013), the BIA: (1) Identifies, operational key component as described in quantifies and qualifies the impacts in figure 3. time of a loss, interruption or disruption of The operational key component business activities on an organization and

Figure 3 Operational Key Components:

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Figure 4 of Port of Tanjung Priok Value Chain Analysis provides the data from which appropriate function, focusing on the outputs created continuity strategies (or recovery and delivered to other job functions ; (3) strategies) can be determined and ; (2) Clarify the value created by each job Identifies the urgency of each business function using value chain analysis tools ; activity undertaken by the organization (4) Construct a list of the processes below by assessing the impact over time of an the job functions, noting overlaps and interruption to this activity on the delivery dependencies ; (4) Obtain any supporting of products and services. (BCM, 2013). data to describe the process, outputs, To identify the critical business processes dependencies, facilities, people and (activities) and their dependencies at systems required to conduct each process CTO Port of TanjungPriok, the following ; (5) Illustrate the relationships between activities were followed: (1) Reviewed primary job functions, key business IPC documentation ; (2) Conducted processes and dependencies ; (6) Based interviews to understand TanjungPriok and on documentation reviews and interviews, the TanjungPriok operating environment; the high-level CTO Port of TanjungPriok and ; (3) And conducted interviews to Value Chain below was created to illustrate confirm and agree the objectives, scope and the key business processes conducted at the outcomes. container terminal and their corresponding The BIA methodology utilized at supporting processes. This value chain CTO Port of TanjungPriok was based on groups the main functions at CTO Port of the ISO 22313 approach and the Good TanjungPriok and aligns to the financial Practice Guidelines, 2013. The approach reporting at the site. was a rapid implementation of a BIA, Workshops were conducted with key which means that over a 2-week period the stakeholders from each of the 4 Business analysis of business processes was high Process areas of the Value Chain, which are level and broad. described in figure 4 to identify supporting The methodology includes the processes.The following information following key steps: (1) Identify the main was then gathered for each supporting job function at the site ; (2) Identify the process identified ; (1) Process Owner ; main processes conducted within each job (2) Dependencies (e.g., IT systems and

247 Jurnal Manajemen Transportasi & Logistik - Vol. 04 No. 03, November 2017 David Pandapotan Sirait, Maria Besiou ISSN 2355-4721 applications, people, key third parties); (3) services must be delivered within 2 hours Critical Time periods ; (4) Risk assessment from service interruption. In order to fulfill referring to IPC impact and probability the Recovery Point Objective above, senior criteria and an overall risk rating ; (5) management will require several supporting Maximum Allowable Outage (MAO) - items as mention below. the maximum timeframe that the business Operation Capability: Handling process could be suspended in the event of 2 ships each terminal (OG &Intersuler) a disaster ; (6) Recovery Time Objective Equipment Support : (RTO) - the period of time required to fully 1. QCC : 4 units(each terminal) re-establish adequate resource requirements 2. RTG : 12 units to carry out the process 3. Truck + chassis : 20 units 4. Gate : 4 units 1. Business Threat and Impact Scenario 5. RS & SL : 2 units In conjunction with senior Labor Support : approx. 144 persons / shift. management objective, to handle internal approx. 574 persons to run 3 shifts (4 labor strike, this workshop agreed to set the groups) scenario as follows: 3. Critical Business Process Threat Since the scenario has been agreed Service Interruption : caused by Internal by senior management, the BIA process Labor Strike. could identify which business process(es) Period of Strike : 3 days is considered as critical process and needs Assumption : 99% of TO3 Total Employee to be prioritized. Critical business processes (permanent and outsourcing). are determined from the capability to Impact : Stoppage of All Operation recover within certain period of time. If Activities the business process can be recover below maximum allowable outage (MAO) time 2. Recovery Point Objective (RTO 2) and its risk rating below 5 (five) means it’s Resumption 50% of critical terminal not critical.

Figure 5 BIA with Labor strike scenario

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Table 10 Definitions of recovery strategy options

The results of analysis are populated A Business Continuity Plan (BCP) in figure 5. has been already developed to assist From table 5 above, we can focus our the TanjungPriok Container Terminal recovery effort on 6 critical processes (in operations team in managing business the red square). interruptions, reducing risks to a prescribed risk tolerance limit and recognizing L. Recovery Strategy measures that need to be taken quickly The main objective of this section and effectively involving all relevant is to prepare senior management with stakeholders. The BCP scopes operations appropriate strategies for recovery from activities, which consist of berthing/ internal labor strike. The approach adopted un-berthing, stevedoring, and receiving from best practice and ISO 22313:2012, delivery. the table 10 below list the ISO 22313 BCM Team has been already definitions of recovery strategy options. CT established at Container Terminal chooses activity relocation of TanjungPriok, which comprise Senior strategy through relocation of customer Management level that is able to form ship to other and resource rellocation quickly in reaction to the threat of strategy through coordination with other catastrophic risks. Branch Ports in terms of resource provision during strike. REFERENCES

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