DESIGN PERFORMANCE MANAGEMENT SYSTEM (PMS) OF PERUM JASA TIRTA II (PJT II) USING THE BALANCED SCORECARD
State-Owned Enterprise (BUMN) Perum Jasa Tirta II (PJT II) has achieved a healthy performance in the AA category. Even companies that have implemented risk management which is mandatory for state-owned companies (SOEs), the result is 87.18% with risk maturity level IV (Managed). Nonetheless, the com...
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| Format: | Theses |
| Language: | Indonesia |
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| Online Access: | https://digilib.itb.ac.id/gdl/view/76473 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | State-Owned Enterprise (BUMN) Perum Jasa Tirta II (PJT II) has achieved a healthy performance in the AA category. Even companies that have implemented risk management which is mandatory for state-owned companies (SOEs), the result is 87.18% with risk maturity level IV (Managed). Nonetheless, the company has faced the challenge of declining financial ratios in recent years, particularly with regard to its assets. In addition, PJT II is highly dependent on its two primary business lines, management of hydroelectric power plants (PLTA) and distribution of raw water.
This study aims to design a performance management system (PMS) using a balanced scorecard approach in order to overcome this obstacle. This strategy was chosen because it encourages all of the company's businesses to work collaboratively towards achieving the same objectives. In designing this PMS, interviews and focus group discussions (FGD) which is qualitative with related parties at PJT II were used to collect primary data. Secondary data, such as annual reports and company performance documents, are also gathered to provide a more complete picture of the company's condition.
In addition, the diamond strategy model will be used to ensure that the PMS design strategy is appropriate and consistent with company conditions. The Balanced Scorecard methodology that will be implemented in this PMS consists of four primary perspectives, namely finance, customers, business processes, and learning & development, with a total of twenty-three indicators that will be measured and monitored. On the basis of these indicators, it is hoped that concrete efforts will be made to create new revenue engines PJT II, allowing the company to diversify its business and reduce its reliance on its current primary business lines.
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