RISK ANALYSIS ON
THE CONSTRUCTION PROJECT OF THE 150 KV BANGKALAN HIGH VOLTAGE TRANSMISSION
NETWORK
Mario
Hartono, I Putu Artama Wiguna
Institut Teknologi
Sepuluh Nopember
Email: mario.hartono@pln.co.id, artama@ce.its.ac.id
Abstract
Electricity project implemented by PT. PLN (Persero)
UIP JBTB is a construction project of the High Voltage Transmission Network and
High Voltage Cable Channel 150 kV Bangkalan. The construction
will certainly stretch across various terrains that have various levels of risk
in the construction process. In addition, the construction project of the High
Voltage Transmission Network and High Voltage Cable Channel 150 kV is a very
complex project so that each stage has different obstacles so that it has the
potential to have high risks in its implementation. The risk management will be
based on SNI 8615:2018 ISO 31000:2018 regarding Risk Management Guidelines
and SNI IEC/ISO 31010:2016 Risk Management Risk Assessment Techniques. The
risk management process begins with determining the scope, context and risk
criteria and then proceeds with the risk assessment process which includes
identification, analysis, risk evaluation and risk treatment. This research was
conducted to identify the risks that arise in the High Voltage Transmission
Network and High Voltage Cable Channel 150 kV Bangkalan
transmission development project and formulate the most effective response for
each extreme, very high and high risk category of the
project. The risk analysis of the Transmission Network project was carried out
using a qualitative method to obtain a risk category. At risk that have
extreme, very high, and high categories are risks that cannot be tolerated and
a quantitative analysis will be carried out using the Expected Monetary Value
method as measured data. Furthermore, with the Decision Tree Analysis diagram,
several alternative risk treatment branches will be obtained which will then be
analyzed using the multiplication of the response
success value with the cost impact value in order to obtain the most effective
treatment option. The results of the risk treatment will be categorized into
risk mitigation, transferring risk, and accepting risk and the result of
residual risk will be known through testing the effectiveness of handling risk
treatment. The highest risk in this study is the risk of less
than optimal contractor performance which causes project completion to
be late with risk treatment by means of the good/services provider process
being selected through an auction process which is included in the list of
selected providers. The recording the risk register is also carried out as a
database in risk analysis research on the construction project of the 150 kV Bangkalan high voltage transmission network.
Keywords: Decision
Tree Analysis, Expected Monetary Value, Risk Treatment, Residual Risk, Risk
Register
INTRODUCTION
PT. PLN (Persero) as a State-Owned Enterprise in the
electricity sector carries out a mandate from the Government to maintain the
continuity of development and efficient operation of the electricity sector as
a stimulus for economic growth (Hanan
& Fuady, 2023). One of the units of PT. PLN
(Persero) which plays a role in the construction of electricity installation
projects in East Java and Bali is PT. PLN (Persero) UIP JBTB (Unit Induk Pembangunan Jawa Bagian Timur dan Bali). One of the
electricity projects implemented by PT. PLN (Persero) UIP JBTB is a
transmission network development project for High Voltage Air Line and High
Voltage Cable Channel (Suprihastini,
2020). The High Voltage
Transmission Network 150
kV Bangkalan is one of the electricity infrastructure
developments that requires risk analysis in project control. The application of
risk analysis is used to formulate an appropriate and appropriate risk control
model, by applying it to the Transmission Network construction project, so that
the project can be completed with the planned target (Monroe & Asyari, 2021). The challenge in the construction of the High
Voltage Transmission Network 150 kV Bangkalan is the electricity demand on
Madura Island which needs to be supplied from Surabaya through the High Voltage
Cable Channel 150 kV Suramadu circuits 1 and 2 with a
maximum capacity of 284 MW where the peak load has reached 273 MW which has
served 926,707 customers, where 71% of that amount are subsidized customers. If
there is a disturbance or maintenance on one of the circuits, there will be
blackouts in parts of Madura Island (Nurdin,
2019). In order to improve the reliability
of electricity supply on Madura Island and to avoid blackouts, PLN has built a
150 kV Kedinding Tx Bangkalan
High Voltage Cable Channel circuit 3 and 4 and built a 150 kV Bangkalan Incomer High Voltage Air Line which is a National
Strategic Project (PSN), as stated in the General Plan of Electric Power
Providers. (RUPTL) PLN 2021-2030 which has been ratified through the Decree of
the Minister of Energy and Mineral Resources of the Republic of Indonesia Number
188.K/HK.02/MEM.L/2021 concerning the Ratification of the Business Plan for the
Provision of Electric Power (RUPTL) 2021-2030 with an operating target year
2023.
150 kV High Voltage Bangkalan Transmission Network which are
constructed will certainly stretch through various kinds of terrain such as
settlements, straits, rice fields, roads and so on, each of which has various
risks in its construction. Because the research location is on a construction
project that crosses the Suramadu Bridge, the construction
process will also have a high risk from both the management side of the Suramadu Bridge and road users on the Suramadu
Bridge (Ongkowijoyo, Gurmu, & Andi, 2021). This is in
accordance with research findings by Indraswari, (Miller & Waller, 2003) which states
that project development has various potential risks from various aspects that
must be anticipated. Risk control in the 150 kV Bangkalan
High Voltage Transmission Network project is an integral part of
management's responsibility, in ensuring the achievement of project development
goals and organizational goals (Monroe & Asyari, 2021). In the
construction of the 150 kV Bangkalan High
Voltage Transmission
Network project, it is also necessary to know the risks that
arise due to organizational & management factors related to the reporting
of work progress, the risks that arise due to financial & economic factors
related to inflation resulting in an increase in material prices, unexpected
costs in the form of extortion or donations imposed by the community around the
project, risks that arise due to cultural & environmental factors related
to conflicts between villages, land disputes, risks that arise due to design
aspects, work location, physical conditions of work and risks that arise due to
condition factors natural disasters related to weather conditions such as rain
for a long time or natural disasters that can cause work to be hampered. All of
these aspects become the main focus that influences each other how the cost
impact of the 150 kV Bangkalan High
Voltage Transmission
Network project is interconnected and risks hampering project
completion. Thus, it is very necessary to identify good risks to find out all
the risks that must be faced at the project development stage (Monroe & Asyari, 2021). The
implementation of project risk management is a very important thing owned by
the company, because the risks that occur can be managed and minimized to
achieve company goals (Maharani, 2018). By using risk
management, it will be known the risks that may occur and have an impact on
project work, these risks can finally be anticipated and eliminated for the
next project. Making risk management will be based on SNI 8615:2018 ISO
31000:2018 regarding Risk Management Principles and Guidelines. SNI 8615:2018
ISO 31000:2018 describes the components of a risk management framework that
includes important steps in the implementation and ongoing support of the risk
management process (AIRMIC, 2010). So that by using SNI 8615:2018 ISO
31000:2018 as an umbrella to make risk management this will make it easier to
manufacture and work. In addition, ISO 31000 is an international standard that
has been recognized by the world (Dumara, 2017). Based on the
potential risk events that exist, of course PT PLN must also prepare response
steps that must be taken so that these potential risks do not develop into an
event that actually occurs. This anticipation is a form of risk treatment to
the potential risks that occur in the construction of the 150 kV Bangkalan High Voltage Transmission Network. With
this risk treatment, the control of a risk event will be better without any
events that harm all related parties (Wideman, 2022). Determining
the treatment to potential risks in a project is an important thing that should
not be overlooked. Based on research, there are four types of treatments to
risks that may occur during project implementation, namely avoiding risk,
transferring risk, mitigation/reducing risk, and accepting risk (Sukaarta, Sompie, & Tarore, 2012). Based on the
description of the background above, it is very important to conduct research
on "Risk Analysis in the Construction of the 150 kV Bangkalan
High Voltage Transmission Network Project". Various risks
that may arise in the project will be reviewed from the point of view of the
project owner in terms of organizational and management aspects, identified
using a literature study that is strengthened by the results of Focus Group
Discussions with expert judgment and related parties, which is then analyzed
qualitatively with a risk matrix and quantitatively with the Expected Monetary
Value & Decision Tree Analysis method until the most effective treatment is
obtained to address each high, very high and extreme risk category that may
arise in the construction project of the transmission network 150 kV Bangkalan by PT. PLN (Persero).
METHODS
This research methodology describes
the steps that will be carried out in the research, including the mechanism of
data collection and the types of methods used for data analysis
Figure 3. Research Flow
The research "Risk Management
in the Construction of the 150 kV Bangkalan High
Voltage Transmission Network Project" is a type of case study research which
is descriptive qualitative research. Case study research is intended to study
the background of the problem, the situation and position of an event, as well
as the interaction of certain objects that are given as they are.
The variables in this study were
obtained from literature studies and field studies with expert judgment
interviews of construction involved in the construction of the Transmission Network
project seen also from the perspective of the project owner, namely PT PLN
(Persero). The variable is a list of risk identification that may occur during
the construction of the 150 kV High Voltage Transmission
Network in Bangkalan. Especially the risk identification
that will be discussed are the stages during the construction of the 150 kV Bangkalan High Voltage
Transmission Network project. According to Giri, the determination of risk
sources during the implementation of relevant projects is based on the
categories of Organizational & Managerial, Finance & Economics, Culture
& Environment, Job Design, Work Location, Physical Work, and Natural
Conditions (Monroe & Asyari, 2021). The
research variables in order to identify occupational risks in each category and
job risk event.
Table 4. Research Variables to Identify Risks in the 150 kV Bangkalan Transmission Network Project
|
No. |
Risk
Identification |
|
1 |
Organizational,
Managerial and Human Resources Aspects |
|
|
Inaccurate
reporting of work progress for supervision |
|
|
Project
execution time is not in accordance with the project schedule |
|
|
Lack/no
competence of field implementers |
|
|
Lack/no
competence of field supervisors |
|
|
At least
holding coordination meetings in the field |
|
|
Weak service
provider administration and documentation system |
|
|
Low evaluation
and decision-making system |
|
|
Delay in the
approval of the bridge manager to start the work |
|
|
The tender for
the Bangkalan SKTT-SUTT 150 kV development project
was late & failed |
|
|
Delay in
document approval |
|
|
Less than
optimal contractor performance causes project completion to be delayed |
|
|
The
commissioning process (voltage-worthy recommendation) is late |
|
|
The process of
issuing a certificate of proper operation is late |
|
|
Delay in
project handover |
|
2 |
Financial
and Economic Aspects |
|
|
Error in
calculating unit price and unit price of work |
|
|
Project
funding was hampered due to delays in down payments/terms |
|
|
Unexpected
costs in the form of extortion or donations imposed by the community around
the project |
|
|
Changes in the
country's economic conditions and government policies on finance |
|
|
Project
investment costs that exceed the budget ceiling |
|
|
The
operational and maintenance costs of the Bangkalan
SKTT-SUTT are very high |
|
|
Investment
Budget Decision Letter that has not yet been issued |
|
3 |
Cultural and
Environmental Aspects |
|
|
There are
issues by NGOs to local communities regarding the dangers of transmission
lines |
|
|
The payment of
compensation for land/plants passed by the transmission line has not yet been
completed |
|
|
Temporary
cessation of work due to national holidays, traditional ceremonies, religious
ceremonies |
|
|
Work stops
orders by local government authorities |
|
|
Conflicts
between regions traversed by transmission lines |
|
|
Permits from
local government authorities to carry out work have not been
issued/constrained |
|
|
The existence
of irresponsible elements who interfere with project implementation
(extortion, etc.) |
|
|
Slow land
acquisition and compensation process |
|
|
There are
residents' resistance to land acquisition |
|
|
Land
acquisition process in conflict with other agencies (PT KAI, PUPR, and local
government) |
|
|
Community
protests on development that does not involve citizens |
|
|
Changes in
ownership of land, buildings and plants crossed by the ROW route |
|
|
The process of
implementing the project disrupts the flow of traffic |
|
|
There is a land
dispute in the process of land acquisition |
|
|
Community rejection
of the results of determining the location of the SUTT-SKTT |
|
4 |
Design Aspects
and Work Documents |
|
|
Working
drawings (shop drawings) have not been approved by the owner of the job |
|
|
Tower design
changes |
|
|
Design error |
|
|
The technical
specifications required does not match the conditions in the field |
|
|
The data used
in the feasibility study is less accurate, so it has the potential to cause
estimation errors |
|
|
Improper
planning that has the potential to pose a risk of changes to the plans that
have been made |
|
|
Incomplete BOQ
details |
|
|
Late
completion of tower data survey survey |
|
|
Error
calculation and processing of survey data |
|
|
Survey results
for determining the location of the SUTT tower and SKTT cable are inaccurate |
|
5 |
Aspects of Job
Location |
|
|
Unavailability
of access for materials, equipment and work to the site |
|
|
Unavailability
of resources for civil works and working water on site |
|
|
Unavailability
of power source on site to perform certain work |
|
|
Lack of
communication tools for coordination and supervision |
|
|
The condition
of the soil structure at each location requires different methods and times
of foundation work |
|
|
The low
productivity of local labor is not as expected |
|
|
Work accidents
for work at height |
|
|
Security
conditions at the project site that may pose a risk of loss of project
materials or logistics |
|
|
The occurrence
of traffic jams around the project site due to the construction of the
project |
|
|
Difficulty in
sliding materials (locations that are difficult to reach and far from major
roads) |
|
6 |
Physical
Aspects of Work |
|
|
Damage to
equipment during use at locations that take a long time to repair |
|
|
Incomplete
material in the field for tower structure and stringing works |
|
|
Theft/loss of
tower structure materials |
|
|
Inadequate
technical personnel for certain jobs that require expertise |
|
|
Material
discrepancy in the field with the specifications required |
|
|
There is a
defect in the work so that it does not match the specifications and technical
requirements |
|
|
Uncertainty in
the availability of materials needed for construction creates the risk of
increasing costs |
|
|
Errors in
applying standard construction methods to do a job |
|
|
Error applying
fieldwork drawing |
|
|
Waste of
material usage on site |
|
|
Errors in
applying standard construction methods to do a job |
|
|
Lack of
equipment to support work in the field |
|
|
The need for adequate
technology for very complex jobs |
|
|
The
implementation of the project caused security disturbances to the condition
of the Suramadu bridge |
|
|
There was a
fire / spark on the cable and bridge due to construction errors |
|
|
The
reliability of the Bangkalan SKTT-SUTT 150 kV
electrical system has been compromised |
|
|
Delay in
arrival of materials |
|
|
Construction
errors caused the tower to collapse |
|
|
Environmental
pollution due to work |
|
|
Damage to
buildings around the construction work area |
|
7 |
Aspects of
Natural Conditions |
|
|
Weather
conditions such as rain, wind, and so on for a long-time cause work to be
hampered |
|
|
The existence of
natural disasters such as earthquakes, landslides, floods, volcanic eruptions
cause work to stop |
The project risks that have been identified
are then analyzed qualitatively, namely based on data obtained from FGDs with
research respondents to obtain an assessment of risk in order to obtain
information needed for further analysis. Risk identification is analyzed by
qualitative method by plotting the level of likelihood against the level of
impact in the Risk Matrix table, where the identification / variable is
determined based on the level of likelihood and level of impact. The 150 kV Bangkalan High Voltage Transmission
Network Project is in accordance with Table 5 which is used as the basis for
assessing the possibility of risk and filling out the impact scale according to
Table 6.
Table 5. Level of Likelihood in the 150 kV Bangkalan High Voltage Transmission
Network Project
|
Risk Level of Likelihood |
Probability |
Qualitative Description |
Previous Incident |
|||||
|
1 |
Almost
Certain |
> 80% - 100% |
Almost certainly will happen |
Happened more than once in the last
6 months |
|
|||
|
2 |
Likely |
> 60% - 80% |
Most likely will happen |
Happened once in the last 6 months |
|
|||
|
3 |
Possible |
> 40% - 60% |
The probability is the same between
it will happen and not happen |
Happened once in the last 1 year |
|
|||
|
4 |
Unlikely |
> 20% - 40% |
It's less likely to happen |
Did not happen within the last 1
year |
|
|||
|
5 |
Rare |
0% - 20% |
Almost certainly won't happen |
Never happened in a span of more
than 1 year |
|
|||
Table 6. Level of Impact in the 150 kV Bangkalan
High Voltage Transmission Network Project
|
Factor |
Impact Scale |
|||||||||
|
Insignificant |
Minor |
Moderate |
Major |
Catastrophic |
||||||
|
Cost |
Almost no increase in project costs
(Fee increase 0.1%) |
The increase in project costs is
not significant (0.1% Cost increase 0.5%) |
The increase in project costs is
quite significant (0.5% < Cost increase 1%) |
Significant increase in project
costs (1% < Cost increase 2%) |
The increase in project costs is
very significant (2% < Cost increase) |
|
||||
|
Scale |
1 |
2 |
3 |
4 |
5 |
|
||||
From the Qualitative Analysis using the
Risk Matrix, namely the comparison between the level of likelihood and the
level of impact, there are five different colors in the matrix in Table 3. The
qualitative analysis process is shown in Table 7.
Table 7. Risk Categories in the Comparison of Likelihood Levels
x Impact Levels
|
No. |
Risk
Identification |
Likelihood
Level |
Impact
Level |
Category
Box |
Information |
|
|
|
Risk
variables |
Filling the
level of possible risk based on the results of the FGD. |
Filling in
the level of risk impact based on the results of the FGD. |
Risk
categories based on risk matrix plotting |
Extreme
Risk |
|
|
Very
High Risk |
|
|||||
|
High
Risk |
|
|||||
|
Moderate
Risk |
|
|||||
|
Low
Risk |
|
|||||
Risks with Extreme, Very High, and
High levels are types of unacceptable risk in the 150 kV Bangkalan
High Voltage Transmission Network project and must be
responded to (Xu, Chen, Cheng, & Lo, 2014). These
risks must be analyzed further in order to obtain solutions in the form of appropriate
treatments to handle extreme, very high, and high risks. Quantitative analysis
was carried out to obtain measurable data to determine the impact on costs
using Expected Monetary Value (EMV) and Decision Tree Analysis. The use of
these two instruments in risk analysis has been conducted by researchers where EMV is used to determine the costs that must be incurred for each
treatment alternative, while Decision Tree Analysis is used to choose the best
treatment among several alternative responses (Taroun, Yang, & Lowe, 2011). The data
taken is the percentage of the effect of the response effort and how much the
response effort costs. The decision-making process with decision tree analysis
and EMV calculation diagrams is shown in Figure 4
Figure 4. Calculation Diagram with Decision Tree Analysis and EMV
Based on the results of the
Decision Tree Analysis, the treatment that can provide the greatest benefit
from the alternative branch is the treatment that has the lowest EMV value
after the treatment compared to other alternatives and the previous EMV. The
next step after selecting treatment alternatives is to categorize the
treatment. The risk treatment of each decision choice will be categorized into
mitigation/reducing risk, transferring risk, and accepting risk. This act of
accepting risk is usually applied to risks with a low and moderate level of
risk for the company so that if the residual risk is handled, it will cause
costs that are not proportional to the company's profits. After the risk
treatment and treatment effectiveness test have been carried out, the residual
risk calculation is then carried out which is used to determine the residual
risk value after the treatment. The residual risk from the risk treatment
results based on the DTA diagram and EMV calculation will be reviewed based on
the value of the cost impact that must be included in the moderate and low-level
risk categories in accordance with the basis for determining risk appetite
limits and risk tolerance. If at the residual risk stage there is still risk
with extreme, very high, or high levels, then the risk treatment process needs
to be carried out further until the risk target is achieved in accordance with
the risk tolerance.
After the risks are identified, analyzed, responded to and
the residual risk results are obtained, the entire risk management process will
be recorded in the Risk Register of Risk Management in the Construction of the 150 kV Bangkalan High
Voltage Transmission Network Project. Risk Register is a document or database containing a
list of identified risks along with the results of their analysis and handling
related to activities.
RESULTS
From the results of risk identification, we assess the level
of likelihood and level of impact with FGDs. After that, the 10 highest risk
categories were obtained and can see in Table 8.
Table 8. Risk Variables with High, Very High and Extreme Risk Categories
|
No. |
Risk Identification |
Likelihood Level |
Impact Level |
Category Box |
Information |
|
1 |
Delay in the bridge manager's approval to start the work |
D |
4 |
D.4 |
Very High Risk |
|
2 |
The contractor's performance is less than optimal causing late project
completion |
C |
3 |
C.3 |
High Risk |
|
3 |
Project handover delay |
C |
3 |
C.3 |
High Risk |
|
4 |
The payment of compensation for land/plants passed by the transmission
line (ROW) has not yet been completed |
D |
4 |
D.4 |
Very High Risk |
|
5 |
Changes in ownership of land, buildings and plants crossed by the ROW |
C |
3 |
C.3 |
High Risk |
|
6 |
The project implementation process disrupts traffic flow |
C |
3 |
C.3 |
High Risk |
|
7 |
The implementation of the project causes a security disturbance in the
condition of the Suramadu bridge |
C |
4 |
C.4 |
High Risk |
|
8 |
There was a fire / sparks on the cables and bridges due to
construction errors |
B |
5 |
B.5 |
Very High Risk |
|
9 |
The reliability of the 150 kV Bangkalan
Transmission Network electricity system is disrupted |
B |
5 |
B.5 |
Very High Risk |
|
10 |
Damage to buildings around the construction work area |
A |
4 |
A.4 |
High Risk |
In the Extreme Risk category there are no risk variables,
while 4 risks are in the Very High-Risk category, and 6 risks are in the High Risk category. Furthermore, these 10 risks need to be
followed up with Quantitative Analysis using the Expected Monetary Value (EMV)
and Decision Tree Analysis (DTA) methods.
Table 9. EMV Values for High, Very High and Extreme Risk Categories
|
No. |
High and Very
High-Risk Variables |
Probability Value |
Impact Value (Rp) |
EMV = Probability
Value x Impact Value |
|
1 |
Delay in the bridge manager's approval to start the work |
0,8 |
2.478.000.000,00 |
1.982.400.000,00 |
|
2 |
The contractor's performance is less than optimal causing late project
completion |
0,6 |
3.477.313.365,78 |
2.086.388.019,47 |
|
3 |
Project handover delay |
0,6 |
2.781.850.692,62 |
1.669.110.415,57 |
|
4 |
The payment of compensation for land/plants passed by the transmission
line (ROW) has not yet been completed |
0,8 |
2.262.386.981,00 |
1.809.909.584,80 |
|
5 |
There are irresponsible persons who interfere with project implementation |
0,8 |
530.448.000,00 |
424.358.400,00 |
|
6 |
Changes in ownership of land, buildings and plants crossed by the ROW |
0,6 |
530.448.000,00 |
318.268.800,00 |
|
7 |
The project implementation process disrupts traffic flow |
0,6 |
250.629.941.45 |
150.377.964,87 |
|
8 |
Occupational
accidents for work at height |
0,2 |
242.753.487,81 |
48.550.697,56 |
|
9 |
The implementation of the project causes a security disturbance in the
condition of the Suramadu bridge |
0,6 |
375.944.912.18 |
225.566.947,31 |
|
10 |
The reliability of the 150 kV Bangkalan Transmission
Network electricity system is disrupted |
0,4 |
1.563.879.000,00 |
625.551.600,00 |
With the Decision Tree Analysis diagram, the branches of risk treatment are determined by multiplying the percentage value of success and the value of costs incurred after handling the risk so that the EMV value is obtained. In Table 10, we can see the risk treatment, most optimal value calculates with EMV using DTA and selected treatment and the residual risk.
Table 10. Risk Treatment for High, Very High and Extreme Risk Categories
|
No. |
High and Very
High-Risk Variables |
Risk Treatment |
EMV Calculation
with DTA Diagram |
Selected Treatment |
Residual Risk |
|
1 |
Delay in the bridge manager's
approval to start the work |
1. Coordinate
with Bridge managers regarding the manufacture of Detail Engineering Designs
and cooperate with independent consultants for DED approval and re-design in
accordance with Bridge Manager specifications and requirements |
1.098.187.500 |
1 |
Moderate Risk |
|
2. Improvement
design of existing cables with monitoring, protection, security, operation
and maintenance systems as well as fire prevention systems. |
1.939.522.500 |
||||
|
2 |
The contractor's performance
is less than optimal causing late project completion |
1. The
process of providing goods/services is selected through an auction process
that is included in the List of Selected Providers, contractors who carry out
construction development are not included in the blacklist and emphasis is
placed on the substance of the agreement which contains rights &
obligations between the two parties where there is an administrative sanction
clause (fines) if the contractor does not complete the project on time |
517.277.603,90 |
1 |
Moderate Risk |
|
2. Accelerate
payment of work progress to maintain contractor cashflow, monitor contractor
work and performance on a regular basis and contractors with
less-than-optimal performance will be given a warning letter, fined and put
on the blacklist |
1.301.832.811,68 |
||||
|
3. Evaluating
5M (Man, Material, Machine, Method, Money) in regular meetings, instructing
to add competent workforce, adding and using adequate work materials/tools. |
864.555.207,79 |
||||
|
3 |
Project handover delay |
1. Accelerate
the completion of pending construction work items, speed up the land
certification process and monitor the completion of requirements for Project
Handover |
867.644.166,22 |
1 |
Moderate Risk |
|
2. Conduct
a coordination meeting with the Project Handover Team, namely the development
unit and the operational unit |
1.101.466.249,33 |
||||
|
4 |
The payment of compensation
for land/plants passed by the transmission line (ROW) has not yet been
completed |
1. Monitoring
the progress of land acquisition and compensation for ROW and looking for the
root cause of the non-payment of payments. After knowing the problem, then an
approach is carried out with the residents and relevant stakeholders through
a further socialization process by involving experts from public consultants,
TP4D, local governments, religious leaders/community leaders and assistance
with the Office of Public Appraisal Services in the context of assessing
compensation/compensation, as well as providing compensation. Corporate
Social Responsibility (CSR) assistance in carrying out social and
environmental responsibilities around project development. |
1.123.963.833,56 |
1 |
Moderate Risk |
|
2. Land
compensation and ROW compensation are entrusted to the district court /
consigned |
1.547.927.667,84 |
||||
|
5 |
There are irresponsible
persons who interfere with project implementation |
1. Coordination
with stakeholders including local government, religious leaders/community
leaders, looking for the root cause of the person who is interfering with the
project, then approaching the residents and relevant stakeholders through an
advanced socialization process |
304,615,040,00 |
1 |
Low Risk |
|
2. Providing
Corporate Social Responsibility (CSR) assistance in order to carry out social
and environmental responsibility around project development. |
439.486.720,00 |
||||
|
6 |
Changes in ownership of land,
buildings and plants crossed by the ROW |
1. Coordinate
with the village government, and local residents as well as landowners to
find out the boundaries & actual owners of land, buildings, and
perennials crossed by the ROW route, re-check surveys accurately involving
residents and accompanied by village officials and complete administrative
documents completely and thoroughly |
220.961.280 |
2 |
Low Risk |
|
2. The
results of the inventory survey are socialized to all residents related to
the project, residents who own land, buildings, and perennials, witnessed by
stakeholders (village government, KJPP) and signed for mutual agreement in
the Minutes of Submission of Inventory Results so that there is no change of
ownership back in the future |
197.307.520 |
||||
|
3. If
there are doubts regarding the ownership of land, buildings, and perennials
related to land compensation and ROW compensation, they are entrusted to the
district court / consigned |
163.653.760 |
||||
|
7 |
The project implementation
process disrupts traffic flow |
1. Develop
SOPs for implementing the most effective work and causing as little traffic
disruption as possible. |
135.264.575,41 |
2 |
Low Risk |
|
2. Coordinate
with the Traffic Police and other related parties for the preparation of
traffic engineering arrangement scenarios during the work period |
130.151.185,95 |
||||
|
8 |
Occupational accidents for
work at height |
1. Conduct
K3 training for K3 management and PIC, carry out K3 socialization/education
to work partners, implement requirements for K3 supervisors in projects that
must be certified at least General AK3, make PPE control check lists, review
SOP JSA IBPR construction work and carry out audits/sights/inspections K3
with partners. |
19.420.279,03 |
1 |
Low Risk |
|
2. Implement
the use of the Working Permit Online application which includes the Safety
Briefing Online feature and realtime photo updates
by K3 supervisors to prevent unsafe actions and unsafe conditions at each
construction work site and use the Inspecta
application to monitor unsafe actions and unsafe conditions in the project
environment. |
19.710.139,51 |
||||
|
3. Carry
out temporary work stoppages caused by work accidents, give written warnings
to Partners/Contractors, and demand Partners to be responsible in the event
of an accident |
44.855.069,75 |
||||
|
9 |
The implementation of the
project causes a security disturbance in the condition of the Suramadu bridge |
4. Ensure
the implementation of the utility deployment in accordance with the agreed
SOP and ensure that the work implementation meets bridge construction
standards and K3, traffic regulation and road user safety |
95.113.389,46 |
1 |
Low Risk |
|
5. Supervise
and report on the implementation of work periodically to the Bridge Manager,
create a Joint Operation Committee between PLN and the Bridge Manager to
ensure coordination and approval in each process. |
205.340.168,39 |
||||
|
6. Conducting
mediation with the Bridge Manager regarding the problem of compensation for
damage due to project implementation |
190.226.778,92 |
||||
|
10 |
There was a fire / sparks on
the cables and bridges due to construction errors |
1. Using
XLPE insulated cable (Heat Resistant up to 90oC) and vibration
resistant Corrugated Alloy Sheath type with Partial Discharge Monitoring
implementation, cable external protection with Cable Coating, electrical
system protection using main and back up pattern protection, installation of
fire extinguishers portable, hydrant installation, providing a PLN office
near the Suramadu Bridge as a Control Room and Fire
Fighting Unit, providing CCTV at the Main Bridge as well as conducting
periodic inspections and maintenance of cable conditions, including surprise
(CCTV, load current, temperature, visual), 3 months (thermovision),
6 months (maintenance in the manhole), 1 year (simulation of emergency
conditions with stakeholders), providing trained human resources for monitoring
the Health of the cable and human resources for the Fire Emergency Rapid
Response Team (TRC) |
95.113.389,46 |
1 |
Moderate Risk |
|
2. Performing
Risk Transfer by insuring cable assets and file a cable insurance claim in
case of interference. |
2.130.441.280 |
||||
|
3. Making
SOPs (including Basic Communication and organizations related to handling in
the event of a fire, periodic joint inspections between PLN and BBPJN and
implementing the company's K2 and K3 programs strictly |
425.330.960,00 |
CONCLUSIONS
Based on the results that have been
carried out in the previous chapter, conclusions can be drawn that answer the
research problem formulation as follows: In the Bangkalan
SUTT-SKTT 150 kV transmission network development project, based on a
qualitative risk analysis method with a risk matrix, there are 5 risk
categories, namely: 42 risks in the low risk category,
26 moderate risks, 7 high risks, 3 very high risks and none extreme risk. In
accordance with risk appetite criteria (risk acceptability/risk appetite) and risk
tolerance criteria (risk tolerability/risk tolerance), then there are 10 risks
that fall into the high and very high categories, including: the risk of
delaying the approval of the bridge manager to start carrying out the work,
risk of sub-optimal contractor performance causing project completion to be
delayed, risk of delay in project handover, risk of incomplete payment of
compensation for land/plants passed by the transmission line (ROW), the risk
of irresponsible persons interfering with project implementation, risk of
change in ownership of land, buildings and plants crossed by the ROW line,
the risk of the project implementation process disrupting traffic flow, risk
of work accidents for work at height, the risk of project implementation
causing security disturbances to the condition of the Suramadu
bridge, and risk of fire / sparks on cables and bridges due to faulty
construction.
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