In order to oversee and overcome various obstacles in the strategic program to accelerate the development of new energy, renewable energy and energy conservation, the Directorate General of EBTKE has formed a Team for the Risk Management Governance and Management Task Force, which will monitor every activity starting from planning, implementing, monitoring and carrying out management activities. Its main achievement is implementing transparent and clean governance, so that the Directorate General (Ditjen) EBTKE can achieve ISO 31000 according to risk management standards.
In his remarks, the Secretary of the Directorate General of EBTKE, M. Halim Sari Wardana, said that while running the program to reach the goal, maybe the direction is straight according to the goal, but on the way forward, of course, sometimes there are obstacles.
“So, in the future, it is expected to the Governance, Risk and Compliance task force(GRC) will make an inventory of all obstacles, obstacles, risks in achieving our strategic goals. Our strategic objective is energy mix, installed capacity, accelerated investment and increased PNBP, of course there are risks that can hinder the achievement of the organization’s goals. So we are trying to be able to identify all obstacles and carry out monitoring and control of governance and risk management to achieve these goals, “said Halim in the Risk Management Online Seminar for Achieving the Strategic Goals of New Renewable Energy (EBT) which was held today (5 / 8) In the future, a Team of Compliance and Control Task Force will also be formed, as a team that specifically monitors the implementation of the EBT program.
The objectives and authorities of the task force that were formed include improving governance and formulating policy directions, strategies and risk management methodologies; compile a strategic plan for the implementation of governance and risk management; provide guidance to the implementation of governance and risk management; Identify and analyze the achievement and objectives of strategic programs and priority programs; carry out monitoring and control of governance and risk management activities; and must report every 3 months or any time if needed.
Qatro Romandhi, Head of Planning and Reporting, as Chairman of the Risk Management Governance and Management Task Force Team, explained that this task force team could not run alone, therefore there needs to be synergy from all Directorates in its implementation. “In carrying out this task, we recommend several things such as leadership commitment, setting guidelines, organizational support from both the budgetary side and competent (certified) human resources, the implementation of maximum monitoring and evaluation and it is hoped that risk management will be integrated into policy and decision making”, said Qatro.
The objectives and application of risk management, among others, are to improve the achievement of strategic objectives and performance; improve the quality of governance and risk management implementation; improve regulatory compliance; and provide the basis for any decision making and planning.
“If we look at the context, risk management is something that is updated , which can be widely or globally accepted. In Law Number 1 of 2004, the term performance budgeting , risk thinking , was first introduced., performance-based budgeting, risk-based decision making and all of these have its roots in this law. Then it was developed again in Government Regulation Number 60 of 2008 concerning Government Internal Control Systems, so that the Directorate General of EBTKE needs to implement improvements in risk management governance of each unit element to increase the achievement of our strategic goals “, explained Roni Chandra Harahap, Head of the Sub-Directorate for Engineering and Geothermal Environment. , who is Deputy Chair II of the Risk Management Governance and Governance Task Force Team.
He further explained that the benefits of risk management at the Directorate General of EBTKE are quality quality, reducing unwanted risk surprises, protection of work units and the State Civil Service (ASN). The Directorate General of EBTKE has a target of a Medium Term Development Plan (RPJM) and a Strategic Plan (Renstra) based on the duties of the DG EBTKE which of course have risks. Is an uncertainty that has an impact on goals or negative impacts that can hinder the achievement of goals / objectives. Risks need to be analyzed in order to respond. There are 4 types of risk responses such as avoid , accept , transfer and reduce. Examples of risk identification for the implementation of the construction of a renewable energy power plant (PLT) using the state budget (APBN) include planning, tendering, contracting, implementation, monitoring, maintenance, payment and asset handover.