Page 478 - Annual Report 2022 - PLN Indonesia Power

Powering Sustainable
and Prosperous Future

Manajemen Risiko
Risk Management

Jenis Risiko yang Dihadapi Perusahaan dan Mitigasinya
Types of Risks Exposed to the Company and Their Mitigation

Dari hasil identifikasi risiko, diperoleh 13 risiko utama Perusahaan Based on these results, the Company identified a total 13 key risks.
yang terbagi dalam kelompok sangat tinggi sebanyak 5 (lima) They were divided into two groups; 5 (five) “Very High” risks and
risiko dan kelompok tinggi sebanyak 8 (delapan) risiko. Perusahaan 8 (eight) “High” risks. The Company has managed those risks,
telah melaksanakan pengelolaan risiko-risiko tersebut, termasuk including implementing the mitigations, as follows:
melakukan mitigasi risiko, sebagai berikut:

ID Risk Deskripsi Risiko Mitigasi
Risk ID Risk Description Mitigation
O.5 Terjadi Force Outages Program Revitalisasi, Retrofit, Rehabilitasi dan modifikasi peralatan pembangkit
atau Derating Akibat Revitalizing, Retrofit, Rehabilitation, and Modification of Power Plant Equipment Programs
Ketidaksiapan dan Program Upgrading & Penggantian Part kritikal pada Peralatan Utama
Gangguan Peralatan Main Equipment’s Critical Parts Replacement & Upgrade Programs
Pembangkit menjadikan
target operasional Assesment pada peralatan utama pembangkit.
pembangkit tidak tercapai Assessment of Power Plant Main Equipment
Power Outages or Derating Kapitalisir Overhaul Unit Pembangkit.
Due to Unpreparedness Capitalizing of Power Plant Unit Overhaul
and Disturbances of Retubing Boiler PLTU. SPP Boiler Retubing
Power Plant Equipment
resulted in the failure to Pengadaan Strategic Parts peralatan - peralatan kritikal.
achieve power generator Critical Equipment Strategic Parts Procurement
operational target.
Pengadaan Material, Tools dan Jasa Overhaul Tahun 2022
Procurement of Material, Tools, and Overhaul Services in 2022
Pelaksanaan Over Haul sesuai prinsip 5ON.
Implementing Overhaul in accordance with the principles of 5ON
Penggantian Peralatan Utama yang telah Obsolence.
Replacement of Obsolete Main Equipment
O.5.7.1 Penurunan Efisiensi Pengadaan Material dan Jasa perbaikan Peralatan Boiler dan Furnace
Pembangkit yang Procurement of Material and Equipment Repair Services for Boiler and Furnace
berdampak pada Pengadaan Strategic Part Sootblower. Sootblower Strategic Parts Procurement
peningkatan BPP
Perusahaan Pengadaan Intermediate element air preheater
Declining Efficiency of Procurement of Intermediate element air pre-heater
Power Plants resulted Replacement PCV Reheat Spray Unit 4 PLTU Suralaya
in the increased power Replacement of PCV Reheat Spray Unit 4 of SPP Suralaya
generation supply cost of Penggantian Valve dan Pipa drain area Boiler dan Turbin PLTU
the Company. Replacement of Valves and Drain pipes in Boiler area and Turbine of SPP
Pengadaan Oxygen Analyzer. Procurement of Oxygen Analyzer
Optimasi pemakaian sendiri. Self-consumption optimization
S.3.6 Terancamnya Marketing produk beyond kWh berupa Jasa O&M, MRO, dan ODP ke Pasar Potensial (IPP,
keberlangsungan Pembangkit Captive, dll)
usaha perusahaan Marketing the products of beyond kWh, including O&M Service, MRO, and ODP to Potential
yang berdampak pada Markets (IPP, Captive Power, etc.)
menurunnya market Pengembangan Bisnis beyond kWh di dalam dan di Luar Negeri
share dan pendapatan Beyond kWh Business Development across the country and overseas
perusahaan
The impending danger Pengembangan Bisnis Solar PV Manufacturing
to the sustainability of Solar PV Manufacturing Business Development
corporate business led to Pengembangan Pembangkit MPP & BMPP.
the declining market share Mobile Power Plant (MPP) and Barge Mounted Power Plant (BMPP) Development
and corporate earnings. Relokasi Pembangkit Grati ke Bali. Relocation of Grati Power Plant to Bali

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