PROPOSED DIGITAL TRANSFORMATION OF GAS MANAGEMENT SYSTEM IN PERTAGAS AS PART OF SUB HOLDING GAS TOWARDS PIPELINE INTEGRATION

• Main Author: Mujiyanto, Arief
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/55611
• Institution: Institut Teknologi Bandung

Natural gas is the transitional energy source in the green energy revolution due to its lowest carbon emissions. Consistent with the Indonesia National Energy Council's energy mix target, natural gas will continue to contribute up to 24 percent of total energy until 2050. To realize this policy, the Indonesian government was forming an oil & gas holding that involves integrating Pertagas into PGN and becoming Sub Holding Gas by the end of 2018. Pertagas is the largest oil & gas transmission company in Indonesia with more than 2,481 km pipeline and operating area that stretches in 12 provinces from the tip of Sumatra to South Sumatra, West Java to East Java, and Kalimantan area. After the business integration, PGN initiates a strategic program to overcome supply shortage by integrating gas transportation pipelines from South Sumatra to West Java. Gas Management System (GMS) integration is considered as a prerequisite and tools in PGN are planned to be used as a shared service for Pertagas. To map the resources and appropriate action plan, the digital maturity level in Pertagas must be assessed. Potential benefits are identified as effective implementation and cost efficiency, single platform for real-time monitoring in integration point, measurement accuracy improvement, data-driven decision-making, billing process improvement, and new product development. Based on Focus Group Discussion (FGD)'s result on digital maturity assessment using TM Forum DMM template, Pertagas is at the emerging level. Room of digital improvement in operational dimensions such as GMS tool is also has been identified. The digital transformation implementation plan has been developed based on John Kotter's 8-steps process of leading change management to ensure this digitalization sustainability. The change towards digital transformation will be started by creating an urgency for real-time monitoring of gas delivery. Vision and strategy should be formulated and communicated effectively across functions. A coalition needs to be built with ICT, Commerce, Finance, and especially the operation team in each area, the system's primary user. A special team needs to be formalized, and obstacles regarding data confidentiality need to be solved immediately by the Non-Disclosure Agreement (NDA). Since it will be a long-term journey, several short-term quick wins are needed to encourage team members to be persistent. Every small achieved milestone needs to be celebrated and appreciated to maintain the transformation vibes. With SOE culture, it is also identified the need to adjust current procedures to adapt with this digital transformation to be embedded culture in Pertagas.