• Minimum 10 years of progressively responsible work experience in power procurement, energy sector, power sector, and renewable energy sector.
• Master’s degree in engineering, economics, business, or law in energy policy.
• Having a robust and strong understanding and knowledge of Indonesia’s energy and power sector is a must.
• Proven experience working with Indonesia’s power sector stakeholders, such as MEMR, PLN, and IPP.
• Fluent in Bahasa Indonesia and English (reading, writing, and oral presentation)
• Develop a brief baseline on Indonesia Power Procurement Framework, by documenting and developing mapping on the existing:
• Institutional structure and arrangement of the power sector and or subsectors in Indonesia.
• Law and regulation related to the power sector, power procurement, and RE power procurement.
• Publicly available white papers, studies, and assessments that are developed by donors, research centers, and the government that relates to Indonesia’s power procurement reform.
• GOI initiatives related to Indonesia power procurement framework reform/ revision/ adjustment/ that previously has been proposed or attempted.
• Assess the results of the implementation of the RE power procurement campaign.
• Execute both procurements conducted by the regulator (MEMR for geothermal power) and utility companies (PLN for the rest of RE power) in the past 5 years.
• Report on how the power procurement results in increasing RE power generation and achieving value for money in the cost of power generation.
• Assess how the National Energy Planning (KEN, RUEN, RUKD) is being transcended into Utility Planning (PLN RUPTL) rather than being implemented into PLN’s power procurement planning towards the execution.
• Identify and summarize gaps, challenges, and roadblocks.
• Developed power procurement benchmarking with other jurisdictions from the perspective of the regulatory framework (national, subnational, ministries, other bodies such as power commissions, energy market regulator, transmission regulator, etc.) and corporate governance policy (utility companies, transmission & distribution companies, IPP and other related companies related into power value chain). Identify the key driver for successful and effective power procurement, framing the key drivers into specific procurement objectives such as but not limited, to value for money, transparency, fairness, risk aversion, etc.
• Develop key measures that are possible to be implemented within Indonesia’s power procurement ecosystem including the measure to implement power auctions in Indonesia’s power sector ecosystems.
• Develop alternatives for the reforms of Indonesia’s power procurement framework to improve performance, including the unbundling and/or privatization of state-owned assets, the separation of policy, regulatory, and operational functions, and the creation of independent regulatory bodies as needed. The power procurement reform framework needs to include the following aspects:
• Alignment towards Indonesia’s energy transition roadmap and another transitional roadmap toward sustainability
• Exploration of power auction and other best practices for competitive power procurement.
• Methodologies/calculation models/parameters to provide the correct pricing for renewable energy purchases.
• Methodologies for how to developing power procurement planning that is linked and consistent towards implementation of the National Energy Planning (RUEN) and the Power Utility Planning (RUPTL). The methodology includes how to improve RUPTL for better power procurement planning.
• Examine, based on the proposed alternative solutions, are implications and risks of power procurement restructuring on the stakeholders involved (regulator, PLN, IPP) and develop strategies to mitigate the effects on those groups.
• Develop workable plans to reform Indonesia’s power procurement framework, which would include changes in institutions (e.g., unbundling of vertically integrated energy companies), laws, regulations, rules (e.g., the breaking up of monopoly arrangements), and public involvement/outreach.
• Provide strategy and planning to ensure GOI will accept and adopt the proposal. The strategy includes advice on which key stakeholders to engage, how to engage them, what are communication strategy and Support SINAR to secure engagement with targeted stakeholders and secure the acceptance and adoption of the proposal package.
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