Electricity Assets Management Case Study of Tenaga Nasional Berhad

Department Of Town and Regional Planning
Faculty of Architecture, Planning and Surveying

Universiti Technology MARA, Shah Alam.
Electricity Assets Management:

Case Study of Tenaga Nasional Berhad
(UDM 716 Urban Infrastructure and Asset Management)
Prepared by:
NORAZRIN BT. MAZLAN
2010277644
RAFIUDDIN B. ROSLAN
2010672202
SITI NURBAYA BT. MOHD ZALI
2010476492
For:
ASSOC. PROF. ZAKARIA BIN AHMAD

Electricity Assets Management: Case Study of Tenaga Nasional Berhad
TABLE OF CONTENTS
1.0 Introduction 1
2.0 Profile 2
2.1 Vision 3
2.2 Mission 3
2.3 Organisation Structure 4
2.4 Board of Director 6
3.0 Law and Regulation 8

3.1 Act 8
3.2 Regulation 8
3.3 Guidelines 8
3.4 Circulars 8
4.0 Enterprise-Wide Risk Management (EWRM) 9
5.0 Core Business 10

5.1 Generation Division 11
5.1.1 Supply Of Electricity 12
5.1.2 Thermal Power Plant 12
5.1.3 Hydroelectric Power Plants 13
5.1.4 Safety, Health & Environment 13
5.2 Transmission Division 14
5.3 Distribution Division 16
6.0 Strategic Domestic Issues 18

6.1 Securing Sustainable Long Term Energy Security 18
6.2 PPA Re-negotiations 18
6.3 Assets and Operational Security 19
6.4 Services Efficiency 20
6.5 Power Quality (PQ) 20
UDM 716 Infrastructure and Asset Management

i
7.0 Management and Maintainance 21

7.1 Generation Division 21
7.1.1 Reliability Centred Maintenance (RCM) 21
7.1.2 Total Productive Maintenance (TPM) 22
7.1.3 Generation Asset Development & Hydro Department 22
7.2 Transmission Division 24
7.2.1 National Load Despatch Center (NLDC) 24
7.3 Distribution Division 24
7.3.1 SAIDI - System Average Interruption Duration Index 24
7.3.2 SCADA - Supervisory Control and Data Acquisition 25
7.3.3 PQMS - Power Quality Monitoring System 25
7.3.4 TOMS: TNB Outage Management System 25
7.3.5 TNB Repair And Maintenance Sdn Bhd 26
8.0 Conclusion 27
References 28

ii
1.0 Introduction
In terms of the urban built

environment the practice of Asset
Management has become increasingly
important as the infrastructure that
supports the urban lifestyle ages. This
infrastructure includes our
water, wastewater, stormwater, electric,
gas, and transportationsystems. The
assets that make up the infrastructure
are owned and operated by both public
and private institutions where the
primary focus has been on constructing
new systems to improve the public's
standard of living since the late 1800's.
As these systems reach the end of their useful life, these public and private organizations are
challenged to make the significant investments required to renew their assets if they are to
continue to provide the level of service expected amidst population growth and budget
constraints. To meet this challenge many organizations are turning to techniques in Asset
Management to help them offset the costs and manage the renewal effort over time.
According to American Association of State Highway and Transportation Officials, the term
'Asset Management' can be defined as:
"... a strategic approach to managing infrastructure. It focuses on...business processes for

resource allocation and utilization with the objective of better decision-making based upon
quality information and well-defined objectives."
Therefore through thise report, understanding on related TNBs divisions that focusing on
managing the assets. Also look in this report are the formation of many subsidiary companies
where each entrusted with a specialized field of business in related to managing the TNBs
assets.

1
2.0 Profile
Powering the nation for over a decade, Tenaga Nasional Berhad (TNB) is the largest
electricity utility company in Malaysia with estimated RM71.4 billion worth in assets.
Committed to providing service excellence, our Company is listed on the main board of
Bursa Malaysia and employs approximately 28,000 staff to serve a customer base of over
seven million in Peninsular Malaysia & Sabah. Today, TNB continues to lead the effort in
fostering economic growth & social development in the country.
Recognised for its outstanding performance, regionally & globally, TNB's core businesses
comprises of generation, transmission & distribution of electricity. With a total installed
generation capacity of about 12,000 MW (including SESB & Kapar Energy Ventures), TNB is
trusted for delivering reliable & efficient products & services.
In Peninsular Malaysia, TNB contributes to 55 per cent of the total industry capacity through
six thermal stations & three major hydroelectric schemes. In addition, TNB manages &
operates the National Grid, a comprehensive transmission network that is also
interconnected to Thailand & Singapore.
Meanwhile, employees' competencies are continuously enhanced through structured

programmes to ensure topmost proficiency, earning TNB remarkable reputation; TNB is

2
ranked 100 from a list of 250 power companies worldwide for the "Power Company of the
Year" in the 2008 Platts Global Energy Awards.
In addition, TNB was also the proud winner for The Prime Minister's Industry Excellence
Award for 2007. This annual national quality award is given to organisations in the private
sector in recognition for their excellent achievement in quality management.
Passionate at what we do, TNB through its subsidiaries, has been successful in other
diversified activities, which include manufacturing transformers, high-voltage switchgears &
cables as well as in the provision of professional consultancy services.
In TNB, we believe that educating & inspiring leaders is fundamental in achieving a brighter
future; hence, Universiti Tenaga Nasional (UNITEN) is aimed at producing outstanding
individuals in various fields. A major part of the Company's corporate social responsibility in
education, sponsorships and contributions, is channeled through our trust foundation
Yayasan Tenaga Nasional.
As a responsible corporate citizen, TNB also places great emphasis on its engagement with
the community to ensure society gains and benefits from our efforts
2.1 Vision
To Be Among the Leading Corporations in Energy and Related Businesses Globally
2.2 Mission
Committed to Excellence in Our Products and Services

3
2.3 Organisation Structure

4

5
2.4 Board of Director

6

7
3.0 Law and Regulation

Legal documents that being used by TNB prepared by Suruhanjaya Tenaga which is the
enforcing and monitoring bodies for the power and gas industries.
3.1 Act
Act 447 Electricity Supply Act 1990
3.2 Regulation
i. Electricity Supply Act 1990 [Act 447] P.U.(A) 38/94
ii. Electricity Regulations 1994 - Incorporating Latest Amendments - 431/ 2003
iii. Electricity Supply Act 1990
iv. Electricity Supply (Compounding Of Offences) Regulations 2001
v. Licensee Supply Regulations, 1990
vi. Efficient Management of Electrical Energy Regulations 2008
3.3 Guidelines
i. Wayleave for Electricity Supply Lines
ii. Guidelines for Electrical Wiring in Residential Building 2008
iii. Guidelines on Electricity Supply License
3.4 Circulars
i. Procedure of Electrical Fence Installation
ii. The use of Electrical Wiring Guidelines in Residential Buildings
iii. Circular on the Standards used in Electrical Installation
iv. Requirement on Electrical Installation Inspection by Competent Person
v. The termination of issuing restricted of Competency for Chargeman
vi. The termination of issuing restricted of Competency for Chargeman
vii. The use of Controlled Electrical Equipment for Electrical Works
viii. Procedures & Requirements of Submission the Renewal Application for Certificate of
Approval
ix. Procedures & Requirements of obtaining the Certificate of Approval to manufacture,
import, display, sell & advertise the electrical equipment
x. Prohibition Notice for the Use of Residual Current Device (RCD) Voltage Stabilizer
xi. Notification on Nominal Voltage

8
4.0 Enterprise-Wide Risk Management (EWRM)

The management of principal risks plays an important and integral part of TNBs daily
operations. Therefore, the effective identification and management of such risks will
positively affect the achievement of the Groups business and strategic objectives.
The TNB EWRM framework provides for a complete risk management cycle incorporating
the assessment, reporting, treatment, monitoring and review of business risks within the
Group. The EWRM risk management structure is established to ensure that the roles,
responsibilities and accountabilities for managing risk are clearly defined and communicated.
As a result, TNB management is able to make conscious and informed decisions by

formulating and implementing necessary action plans and monitoring the results. The EWRM
framework allows the prioritizing of operational reviews throughout the Group, as well as
enabling the development of an effective internal audit plan in the risk management process.
The audit process in risk management is vital in ensuring the internal control system is
adequate and functioning as planned.
From here forward we will discussed the relationships of EWRM to the core business in
managing the physical assets and management systems own by TNBs.

9
5.0 Core Business

The core business of TNB are generation division, transmission division and distribution
division. TNB is the main power supplier with up to industrial capacity in Peninsular Malaysia
through its 6 thermal station and 3 main hidro power generator.
GENERATION
TRANSMISSION
DISTRIBUTIO
Through these divisions, all TNBs major assets being developed and managed. The assets
includes power plant, transmission grid, transformers, high voltage switchgears, cables and
etc. Subsidary companies act as caretaker in managing and maintaining all the facilities and
utilities to ensure optimum services.

10
5.1 Generation Division

One of the core business divisions of TNB, the Generation Division is entrusted to develop,
operate and maintain TNB's portfolio of power generating units. The Generation Division has
thermal generation assets and major hydro-generation schemes in Peninsula Malaysia and
one IPP operating in Pakistan.
The Generation Division continues its emphasis on improvements towards efficiency and
excellence with respect to the key initiatives expounded in the T7 strategies. These initiatives
are to
i. Reduce unplanned outages

ii. Complete projects on time and within budget
iii. Improve plant efficiency
iv. Optimise management of maintenance and planned outages
v. Develop technical competency of employees
vi. Improve engineering and technical support
vii. Improve procurement.

11
5.1.1 Supply Of Electricity

NB customers are connected with power from
hydroelectric and thermal plants through a
network system made up of transmission lines,
substations and distribution lines. It is via this
reliable system that TNB supplies electricity to
customers consistently and continuously, as well
as ensuring a balance between demand and
supply at all times.
5.1.2 Thermal Power Plant

TNB's Thermal Power Plant produces power by using conventional steam turbine and steam
generator principally fired by coal, oil or natural gas (steam power plant), gas-fired or diesel-
fired open cycle gas turbine generators, and gas-fired or diesel-fired combined cycle turbine
generators.

12
5.1.3 Hydroelectric Power Plants

Hydroelectric Power generation is the utilization of energy from flowing water as it descends
from a height, and potential energy is converted to electrical energy. A hydroelectric Power
Station requires the means of conveying water to produce the necessary force to spin a
turbine linked to an electric generator, usually through a conduit such as a pipeline or tunnel
to a turbine-generator which is spun by the passing water. TNB's Hydroelectric Power
Stations are classified as Storage, Run-of-river or Pondage stations.
5.1.4 Safety, Health & Environment

TNB is dedicated to increase efficiency in its business operations and generation
technologies; consistent with a reasonable tariff and persistently upholding the need to care
for our environment.
TNB's Generation Division has adopted and practising the World Class Occupational Safety
& Health (OSH) policy with the implementation of the TNB Safety & Excellence Management
Systems (SEMS). As a result All power stations and Generation Division headquarters are
MS ISO 9001 certified and all Power Stations are certified with MS ISO 14001. 6 Power
Stations are certified with OHSAS 18001 and several Power Stations have won national
award such as the Malaysian Society for Occupational Safety and Health (MSOSH) Award.

13
5.2 Transmission Division

Manages and operates the 132 kV, 275 kV and 500 kV
transmission network of TNB known as the National Grid.
Main activities of include strategy formulation, system
planning, engineering, project management, control
operations, maintenance, way leave management and more.
In conformity with the Malaysian Grid Code, TNB's

Transmission Division is aimed at providing a safe, reliable
and economical operation of the grid system. The Division
manages and operates the 132 kV, 275 kV and 500 kV
transmission network of TNB known as the National Grid.
Main activities of the Transmission Division include strategy
formulation, system planning, engineering, project
management, control operations, maintenance, way leave
management and more.
The National Grid is interconnected to Thailand's transmission system operated by Electricity

Generating Authority of Thailand (EGAT) in the North via a HVDC interconnection with a
14
transmission capacity of 300 MW and a 132 kV HVAC overhead line with maximum
transmission capacity of 80 MW. The National Grid is also connected to Singapore's
transmission system at Senoko in the South via two 230 kV submarine cables with a firm
transmission capacity of 200 MW.
National Grid
15
5.3 Distribution Division

Entrusted to conduct two value chain business activities on behalf of TNB - Distribution
Network Operations & Electricity Retail Operations.
The Distribution Division is entrusted to conduct two value chain business activities on behalf
of TNB, which are the Distribution Network Operations & Electricity Retail Operations.
Distribution Network Operations. The Division plans, constructs, operates, performs repairs &
maintenance as well as manages the assets of the 33 kV, 22 kV, 11 kV, 6.6 kV and 415/240
volts in the Peninsula Malaysia's distribution network.
The Division operates a network of state and area offices to purchase electricity from
embedded generators; it markets and sells electricity, connects new supply, provides counter
services, collects revenues, operates call management centres, provides supply restoration
services, and cultivates strong customer and government relationships.

16
Using Distribution Business Framework (DBF) as its foundation, Distribution Division is

poised to excel in network operations and electricity retail operations. It is a systematic model
that incorporates compliance, standards, consistency and service level.
The elements formulated under the DBF is essentially to build a solid foundation for the
Divisions workforce, to deliver result which highly expected by customers.
The elements are:
a. Tried and proven methods

b. Enhancement of Performance Standards Service
c. Standardization of Work Processes
d. Establishment of Effective Training Program
e. Introduction of Periodic/Surprise Audit Checks
f. Provision of efficient HQ support

17
6.0 Strategic Domestic Issues

6.1 Securing Sustainable Long Term Energy Security
Peninsular Malaysia is faced with limited and depleting gas resources and increasing
reliance on imported coal to meet the countrys electricity demand. In the medium term, new
generation capacity will need to be developed to cater for increase in customer demand.
Bakun and Hydros from Sarawak are considered to be viable options to ensure supply
adequacy and sustainability prior to 2020.
Sarawak has huge energy resources (28,000 MW hydro and 1,467 million tonnes of coal,
40.9 tcf natural gas). Success of Bakun export to Peninsular will pave the way for future
power import from Sarawak. Bakun and other Hydros from Sarawak which have an
economic life of at least 50 years will minimise fuel price escalation/volatility risks at minimal
operating costs and zero carbon emissions as compared to fossil-fuel plants which have an
economic life of 25 years with high operating cost and high carbon emissions.
Energy supply options must be sustainable, affordable and clean. Hence, it must be a
balanced mix of gas, coal, hydro, nuclear and renewable energy. Hydros from Sarawak
together with Nuclear in the longer term will reduce the high dependency on gas and coal.
This would allow the power sector in Peninsula to migrate towards a more sustainable
generation mix of gas, coal, hydro (incl. other renewable) and nuclear by 2030. They allow
the nation to diversify the fuel mix and ensure energy supply security by mitigating the risk
exposure in relation to:
i. Gas availability and price;
ii. Coal supply security, price and environment; and
iii. Nuclear lead time and feasible number of nuclear plants.
6.2 PPA Re-negotiations

In line with the instructions from the Government, TNB has forwarded to the Government
possible areas where the Power Purchase Agreements (PPAs) can be reviewed to achieve a
more equitable balance of risks and rewards for the Independent Power Producers (IPPs).
The review of the PPAs should be done in a manner that will directly benefit the electricity
customers whilst maintaining the financial viability of the IPPs. TNB will continue to assist the
Government in this initiative and will remain committed in ensuring its success.

18
6.3 Assets and Operational Security

Security Services and Intelligence Department (SSID) is entrusted, not only to protect
TNBs assets but also national assets from any threat and intrusion. It is to ensure that all
TNB installations/assets are secured and safely guarded, in particular those assets which
have been gazetted as National Critical Infrastructure.
SSID consists of four units, namely Operation, Planning & Crisis Management, Investigation
& Intelligence and Support Services. Total staff strength stood at 961 comprising 33
executives and 928 non-executives. With the limited resources, SSID has been mandated to
provide security protection to thousands of TNB installations across the country. Besides
security coverage, SSID personnel under the Investigation & Intelligence Unit are also
entrusted to investigate criminal related cases involving TNB assets.
Apart from securing TNBs sensitive industrial undertakings such as power installations,
transmission power lines, critical substations and other installations, SSID has recently
assisted SMOD in cases of electricity power theft.
To enable SSID personnel to perform and deliver their tasks effectively and efficiently,
continuous training and development programmes have been put in place throughout the
year to enhance their knowledge and improve their skills and competencies in security and
related field.
The role of safeguarding national and TNB assets against sabotage, subversion and
espionage by undesirable elements is very important and critical. These issues have been
discussed not only internally in TNB but also with other relevant bodies/agencies. In this
regard, SSID always work closely with enforcement agencies to ensure an orderly, effective
and comprehensive approach to these challenges.
With the advent of fast changing technology and the diversity of security options, SSID today
is on the verge of a catalytic change in its profile, a change that promises to transform its
image from a primarily industrial security services to a multi-faceted specialist security
agency on the forefront of the national security scenario.

19
6.4 Services Efficiency

In pushing for efficiency, TNB has also been addressing the issue of loss of electrical energy,
both in the transmission and distribution systems which amounted to about 12.1 per cent of
generated energy. There are also non-technical losses as a result of theft of electricity, billing
errors or faulty metering systems, among others which constituted about half the distribution
losses and the loss of revenue of as much as RM800 million a year.
TNB has been focusing on the reduction of these nontechnical losses and actions have been
taken which include the formation of a special task force to handle this issue, apart from
strengthening processes and controls and conducting checks on metering systems and on
customers suspected of theft of electricity. Over the past year, distribution losses have been
reduced by about one per cent, resulting in substantive savings for the Company.
6.5 Power Quality (PQ)

A power quality (PQ) variation is another critical parameter of supply quality especially for
most industrial and commercial customers. In an effort to proactively manage and improve
power quality performance, a major move forward is the on-going implementation of the on-
line Power Quality Monitoring System (PQMS). This capability would facilitate TNB
accessing the status of PQ performance across its systems on a continuous basis and
assess their possible impact on critically sensitive existing and prospective customers.
During the year under review TNB embarked on extensive programmes encompassing PQ
awareness programmes for customers and enhanced PQ investigation and advisory
services. The PQ awareness programme explains the sources of power quality variations,
joint responsibilities of TNB and customers in addressing PQ issues and possible solutions of
respective economic value.
TNB is also gearing itself towards providing more professional and comprehensive PQ
services ranging from PQ auditing and PQ monitoring of customer installations, loadside
solutions and maintenance.

20
7.0 Management and Maintainance

7.1 Generation Division
7.1.1 Reliability Centred Maintenance (RCM)
The primary objectives of implementing RCM in the Division are to enhance power plant
reliability and maintainability with emphasis on reducing EUOF, prevent catastrophic failures,
reduce plant/system tripping and optimise maintenance activities. For FY2008/2009, RCM
continued to be implemented and was expanded with the introduction of RCM 2 with its
attendant new KPIs and measures.

21
7.1.2 Total Productive Maintenance (TPM)

All power stations within the Generation Division have embarked on the implementation of
Total Productive Maintenance (TPM). The Division fully appreciates the benefits of TPM
which combined the best features of productive and predictive maintenance with innovative
management strategies and total employee involvement. With the integration of production
and maintenance functions, the goal of optimising equipment reliability and ensuring the
efficient management of plants assets can be realised.
7.1.3 Generation Asset Development & Hydro Department

New power stations are commissioned from time to time in order to meet the increasing
national demand for electricity and the sources of energy for TNBs power stations include
oil, gas, coal and hydropower. This is consistent with TNBs Four Fuel Policy which is aimed
at utilizing the four indigenous sources of energy to provide a more diversified electricity
generation mix in ensuring the reliability and security of the nations power supply.
GADH is responsible for the development of new generation assets to be owned by TNB.
GADH provides the project management and engineering services for the implementation of
TNBs generation projects.

22
GADH strives to improve the technical specifications, streamline work processes, automate
communication links and update conditions of contract for the implementation of power
plants. The department also continuously reviews and re-engineers its internal processes to
improve operating efficiencies and enhance engineering excellence in order to ensure the
smooth implementation and timely completion of projects. In its quest to promote
professionalism and effective management principles, the department also gives priority to
human resource training and development.
The generation asset development projects under tendering or construction stage during the
financial year 2003 are:-

23
7.2 Transmission Division

7.2.1 National Load Despatch Center (NLDC)
At the heart of the National Grid is the National Load Despatch Center (NLDC) that monitors
and controls in real-time the flow of power within the grid, ensuring that supply meets the
ever growing demand in the most secured and optimal manner.
The NLDC is also going through further modernisation with the installation of a new
supervisory control and energy management computer system (SCADA and EMS) to replace
the older system. The new computer system has many security enhancement features
incorporating the latest state-of-the-art technology.
7.3 Distribution Division

7.3.1 SAIDI - System Average Interruption Duration Index
Despite further network expansion and complexity in meeting continuously growing demand
and customers needs, the performance of the distribution system as measured in terms of
SAIDI System Average Interruption Duration Index, was maintained at 2002/2003 levels.
Two significant efforts which have contributed to SAIDI performance are:-
1. System-wide programme for the detection and replacement of faulty cable joints
through special very low frequency (VLF) testing.
2. Implementation of condition assessment techniques on all major equipment for early
detection of possible malfunction.

24
7.3.2 SCADA - Supervisory Control and Data Acquisition

The SCADA project will bring about further marked improvement in SAIDI. It is a control
systems designed to monitor processes are referred to as data acquisition systems.
The system is equipped with remote control facilitiy for the operator to restore supply faster
during power system tripping. This will provides proper monitoring of equipment to maintain
operations at an optimal level by identifying and correcting problems before they turn into
ignificant system failures.
On-going efforts aimed at improving underground cable system performance through the
introduction of new joint technologies is expected to improve overall system reliability in the
medium to longterm. The Phase 1 project for the Klang Valley will be commissioned in early
2005 and Phase 2 project for other cities commissioned by 2007.
7.3.3 PQMS - Power Quality Monitoring System
Power quality (PQ) variations is another critical parameter of supply quality especially for
most industrial and commercial customers. During the year under review TNB embarked on
extensive programmes encompassing PQ awareness programmes for customers and
enhanced PQ investigation and advisory services. The PQ awareness programme explains
the sources of power quality variations, joint responsibilities of TNB and customers in
addressing PQ issues and possible solutions of respective economic value.
In an effort to proactively manage and improve power quality performance, a major move
forward is the on-going implementation of the on-line Power Quality Monitoring System
(PQMS). This capability would facilitate TNB accessing the status of PQ performance across
its systems on a continuous basis and assess their possible impact on critically sensitive
existing and prospective customers. TNB is also gearing itself towards providing more
professional and comprehensive PQ services ranging from PQ auditing and PQ monitoring of
customer installations, loadside solutions and maintenance.
7.3.4 TOMS: TNB Outage Management System

An enhanced Outage Reporting and Management System called TNB Outage
Management System (TOMS) was implemented since 1 September 2007 throughout the
Distribution Division, TNB to record and manage all outage events. TOMS is an integrated
system consisting of Call Management Centre (CMC), Trouble Call System (TCS) and
Laporan Gangguan Bekalan (LGBNet).

25
TOMS is benchmarked with IEEE Std. 1366-2003 (IEEE Guide for Electric Power Distribution
Reliability Indices). The implementation of TOMS enhanced TNB capabilities towards
achieving higher accuracy in outage events reporting and measurement of system reliability
performance as well as service level standards.
7.3.5 TNB Repair And Maintenance Sdn Bhd
As a wholly owned subsidiary, TNB Repair and Maintenance Sdn Bhd (REMACO) provide
repair, maintenance, refurbishment and test services for power plants, particularly, gas
turbines. It actively markets its services to the power generation sector, locally and within the
ASEAN region. To date, REMACO has secured works with several IPPs.
REMACO has been accredited with an ISO 9001:2000 and is actively pursuing strategic
partnerships with Original Equipment Manufacturers (OEM) and other service providers to
expand its capabilities. During the period under review, REMACO has realigned its strategies
to contribute towards achieving T7 goals by:-
Increasing service and product offerings to TNB core divisions,

Optimising plant outage duration and minimising maintenance costs for TNB power
plants, and,
Increasing sales to non-TNB markets, within ASEAN and the Middle East region.
To sustain a competitive advantage in facing global challenges, REMACO provides avenues

for workforce development to enhance the competencies and skills of its human capital.
TNB has been extensively using the Geographic Information System (GIS) for cost-effective
asset management and development wherein the network can be continuously monitored,
analysed and optimised for better management of network asset.

26
8.0 Conclusion
Becoming the largest electric utility in Malaysia with more than RM54.0 billion assets, TNB
possesing. It also has the highest generating capacity of more than 7100 MW, which
represents more than 61% of the total energy generated in Peninsular Malaysia. TNB had a
dominant role, especially in transmission and distribution sectors (National Grid), a
dominance that often led to stringent regulatory and political interventions, notably when
there was a major blackout or a tariff increase.
As part of its strategy to improve efficiency, TNB has been undergoing substantial internal
restructuring since 1996 with the formation of many subsidiary companies, each entrusted
with a specialized field of business. Further more the business expending
In todays globalize environment, diversification from a single market is essential for optimum
growth. Monitoring and managing widely dispersed assets can be a difficult challenge. When
information about those assets is contained in disparate systems and heterogeneous
environments, the task can seem impossible.
Hence new department formation which TNB intends to leverage its repair and maintenance
skills such as under TNB Repair and Maintenance Sdn. Bhd.(REMACO) managing the
assets related to the TNB. This will ensure more systematic and coordinate management
systems focusing its own assets.
With establishment of appropriate managing system will ensure that assets are properly
managed and maintained as well as monitor the condition and performance of existing
assets to meet the required service levels needed by consumers.

27
References
Charles Fernandez, TNB studying plan on new transmission line route, Star Online, 2009
http://thestar.com.my/metro/story.asp?file=/2009/12/15/central/5301438&sec=central
Dr. Salim Sairan, Electricity Utility Research And Development In Renewable Energy,
TNB Research Sdn Bhd, 2007
Financial Division, Letter to Stakeholders, Tenaga Nasional Berhad, 2007
Hajjah Maimunah Ibrahim, Data Management Methodology, Distribution Network

Information Management, Tenaga Nasional Berhad, 2008
HVPD Limited, Case Study: TNB Transmission, 2006
Juhana Hassan, A Case Study on Strategic Leadership in TNB, 2003
Juris Technologies, Case Study: Tenaga Nasional, 2009

http://juristechnologies.com/juristech/index.php/products/10-TNB/21-TNB
Mohd Fuad Faisal, Voltage Sag Solution for industrial Customer, A Guide Book by
Tenaga Nasional Berhad, 2007
Renoir Consulting Limited, Improving Efficiency And Profitability Power Sector

Distribution, 2006
Wan Mohd Nazdi Wan Abdul Rahman, Electricity load forecast assessment and
awareness : case study for Bahagian Pembahagian Tenaga Nasional Berhad (TNB)
Terengganu, 2006
Wan Salha Saidon, Application Of Expert System To The Tnb Service Centers, 2000
Yap, Ruth Shao Chen, Case Study: Tenaga Nasional Berhad, 2003
Electric Power Research Institute, Epri PEAC - www.epri.com
International Electrotechnical Commission, IEC - www.iec.ch
Malaysia Transformer Manufacturing Sdn Bhd, 2008 - http://www.mtmsb.com/

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Department Of Town and Regional Planning

Faculty of Architecture, Planning and Surveying

Electricity Assets Management:

NORAZRIN BT. MAZLAN

SITI NURBAYA BT. MOHD ZALI

ASSOC. PROF. ZAKARIA BIN AHMAD

3.0 Law and Regulation 8

4.0 Enterprise-Wide Risk Management (EWRM) 9

5.0 Core Business 10

6.0 Strategic Domestic Issues 18

UDM 716 Infrastructure and Asset Management

7.0 Management and Maintainance 21

UDM 716 Infrastructure and Asset Management

In terms of the urban built

"... a strategic approach to managing infrastructure. It focuses on...business processes for

UDM 716 Infrastructure and Asset Management

Meanwhile, employees' competencies are continuously enhanced through structured

UDM 716 Infrastructure and Asset Management

To Be Among the Leading Corporations in Energy and Related Businesses Globally

Committed to Excellence in Our Products and Services

UDM 716 Infrastructure and Asset Management

2.3 Organisation Structure

UDM 716 Infrastructure and Asset Management

UDM 716 Infrastructure and Asset Management

2.4 Board of Director

UDM 716 Infrastructure and Asset Management

UDM 716 Infrastructure and Asset Management

3.0 Law and Regulation

UDM 716 Infrastructure and Asset Management

4.0 Enterprise-Wide Risk Management (EWRM)

As a result, TNB management is able to make conscious and informed decisions by

UDM 716 Infrastructure and Asset Management

5.0 Core Business

UDM 716 Infrastructure and Asset Management

5.1 Generation Division

i. Reduce unplanned outages

UDM 716 Infrastructure and Asset Management

5.1.1 Supply Of Electricity

5.1.2 Thermal Power Plant

UDM 716 Infrastructure and Asset Management

5.1.3 Hydroelectric Power Plants

5.1.4 Safety, Health & Environment

UDM 716 Infrastructure and Asset Management

5.2 Transmission Division

In conformity with the Malaysian Grid Code, TNB's

The National Grid is interconnected to Thailand's transmission system operated by Electricity

5.3 Distribution Division

UDM 716 Infrastructure and Asset Management

Using Distribution Business Framework (DBF) as its foundation, Distribution Division is

The elements are:

a. Tried and proven methods

UDM 716 Infrastructure and Asset Management

6.0 Strategic Domestic Issues

6.2 PPA Re-negotiations

UDM 716 Infrastructure and Asset Management

6.3 Assets and Operational Security

UDM 716 Infrastructure and Asset Management

6.4 Services Efficiency

6.5 Power Quality (PQ)

UDM 716 Infrastructure and Asset Management

7.0 Management and Maintainance

UDM 716 Infrastructure and Asset Management

7.1.2 Total Productive Maintenance (TPM)