A Journey of Asset Management in Java-Bali Transmission System

The electricity business in Indonesia reaches another milestone as the government declared the 35.000 MW project in 2014. Perusahaan Listrik Negara (PLN) as government’s electricity company, responded by taking some strategic steps, which among others, by establishing the regional-business directorate to simplify the decision-making in electricity business within a region. Following the decision, the management of transmission assets of Java and Bali has been detached into 3 regional transmission offices and 1 load dispatching office. The new offices should now able to meet both expectations: 1) vertically, that the regional business wants to sell as much as electricity to gain profit, and 2) horizontally, that collaboration among the new offices is needed to maintain the interconnection of Java-Bali transmission system. This paper shares the experiences of managing the asset in Java-Bali transmission system up to around the reorganization in 2015. In the past, problems found both in lifecycle strategy for assets and the organization that support managing the asset as well. Asset Management (AM) offers solutions as, among others; it ensures alignment that makes each plan within the organization support the highest strategic plan. The use of risk in AM decision-making also helps the company in prioritizing programs.