Executive Summary

For three months from march 2016 till in the middle of may 2016, I did an internship at Tenaga Nasional Berhad (TNB) , an energy distribution company which covers large areas in the Malaysia. TNB core business involves distributing and providing gas and electricity to a huge amount of customers which is about nearly a third of the malaysia’s population. This internship project is a part of my 2- year degree program which I conduct at University Tenaga Nasional (UNITEN) , which one of TNB subsidiary company.
I was assigned to work in ICT division which is one of the none core business in TNB department that provide network infrastructure , data collection and producing intelligence system for tnb operation .the main client of ict division is distribution ,transmission ,and power generation .hence , the position of ict devision is like the hub of the TNB devisions since they have to corporate with every TNB department in order to ensure their business is running efficiently and running smoothly.
I worked on an assignment project to investigate the development of Distribution Operation Management System (DOMS) that was developed by one of TNB primary vendor PSI IN control SDN BHD . the system was requested by Distribution System Operation (DSO) in TNB for the purpose of improving operation efficiency and eliminating manual process of managing planned outage. Besides that, I was also given the opportunity to join MFFA team to perform maintenance work on PDA equipment . This taks suits my major in information system , and also brought me to a very new and interesting area of using communication technologies in electricity network. Through the assignment, I did not only gain a lot of knowledge but more importantly, I also had a great chance to sharpen my skills in a professional working environment. Not less important than the communication technologies that I have learnt is the communication skills that I have been trained and practiced through giving presentations,joined the meeting and discussing with the supervisors and experts in the field and other staffs within and outside the company.

I am very appreciated to Mr. BAHA, my supervisor at TNB. MR. Baha gave me very in-time valuable instructions and put me in contact with experts in the field like Mr.John, programer at PSI company , who gave me extensive guidance regarding many practical issues. I also would like to express my gratitude to mr Kamal for his permission for me to join MFFA team and also to be my academic supervisor and more importantly for his enthusiastic encouragements and precious instructions during my internship period. He gave me in-time feedback on my research and helped to organize an interesting presentation in which I could present my ideas and achievements to my vsitor lecturer and researchers of the faculty.
Throughout the internship, I have also learnt many things about the Bussiness culture in TNB whose benefits are far beyond what I could learn in a normal project. In short, I would like to thank and University of Twente, Internship Office for introducing me to this great opportunity in which I have developed myself both academically, professionally and socially.

Company Profile & Background
Tenaga Nasional Berhad (TNB) is the largest electricity utility in Malaysia and one of the largest in the region, with an asset base totalling RM110.7 billion. With a history spanning 65 years, TNB is also the most experienced energy player in the country, responsible in keeping the lights on for all residents of Peninsular Malaysia, Sabah and Labuan.
Their core businesses span the entire value chain of electricity production and supply encompassing Generation, Transmission and Distribution. Their Generation Division operates six thermal power stations and three major hydroelectric power generating schemes in addition to supporting the operations and maintenance of three Independent Power Producers (IPPs). Transmission Division connects power generated by TNB and IPPs throughout Peninsular Malaysia with Distribution’s network as well as directly to large industrial customers via the National Grid. Their Distribution Division supplies end users, with a keen focus on delivering a world-class customer experience.
Through subsidiaries, their also involved in energy-related operations such as the manufacture of transformers, high-voltage switchgears and cables; the provision of professional consultancy services; architectural, civil, electrical engineering works and services, and maintenance. Supporting both core and non-core businesses, they have a research and development function that looks into technologies that add value to all their operations.
In recent years, TNB has become a champion of Renewable Energy (RE) as part of their commitment to promote a greener and more sustainable energy sector. They are responsible for signing Renewable Energy Purchase Agreements (REPAs) with RE producers and for the administration of the Feed-in Tariff which funds the supply of RE onto the National Grid.
They are aspire to grow presence within the region, lending their expertise to Nations experiencing a surge in power demand as a result of rapid socio-economic development. Towards this end, a new division, Energy Ventures, has been established with the mandate to explore possible ventures for their to participate in within Southeast Asia and the Middle East.
To safeguard the sustainability of their operations, they believe in adding value to all their stakeholders. they invest in the professional development of 36,146 their employees while supporting them to achieve a healthy work-life balance. Their are guided by policies and best practices in dealings with their vendors, business associates and the investment community. Their engage intensely with the Government and its agencies to ensure the smooth evolution of the Malaysian Electricity Supply Industry (MESI). Their also integrate themselves fully into the communities where they have a presence via educational and other socially empowering activities.
At the same time, they acknowledge the need to protect and preserve the environment and have embarked on numerous initiatives under comprehensive Environmental Management System (EMS) to reduce environmental impact.
TNB has been a key contributor to the Nation’s social and economic development over the years. their are committed to maintaining the status quo as we transform into a more efficient and effective organisation that is able to create a better. Brighter. future for the Nation and its people.
Core Business

Generation
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.

Transmission Division
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 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.
Distribution Division
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.

ICT DIVISION (None-Core Business)
The Division’s core operational focus is to meet TNB’s service level availability for TNB’s IT System and Telecommunication Network. This is to directly assist TNB’s core operations in providing a secure, reliable and always available electricity supply to the customers. The ICT Division has adopted two main objectives as part of its 20-year Roadmap to support TNB’s overall Vision and Mission firstly to e-enable critical TNB processes to drive corporate efficiencies higher and secondly to provide the digital infrastructure to enable an intelligent power delivery system.

ICT Operational Summary
The security and integrity of TNB’s information within the ICT system and applications is also of utmost importance. As mandated by TNB’s Board, ICT has endeavored and put in place security features throughout the entire ICT infrastructure to provide assurance to TNB’s stakeholders and customers. The Division has also implemented a Disaster Recovery Programmed for all critical systems as part of ICT’s Emergency Response Plan.
ICT has recently been entrusted by TNB Top Management to collectively drive the Customer Relationship Initiative (CRM) with Distribution. In line with that, ICT and Distribution have recently implemented the Enhanced Customer Information Billing System (eCIBS), which is a major system that supports TNB’s CRM initiative. This system allows TNB to capture market information and requirements in order to serve the customers better. This system is also expected to help improve TNB’s average collection period and provides the platform for customer market segmentation. Besides this, ICT has also upgraded critical links at various Distribution offices as their effort to meet customer expectations. This has indirectly allowed Distribution Kedai Tenaga to now register Streamyx applicants on behalf of Telekom Malaysia, thus providing an additional revenue stream to TNB.
In FY 2006, ICT also implemented the IT Asset Management system that allows tracking of usage of all software installed in the 12,000 personal computers, laptops and printers identified throughout TNB in Klang Valley and Peninsular Malaysia. This initiative is in line with the recently introduced ICT Security Policy and Codes of Practices approved by TNB Board in 2005.
ICT has consolidated TNB’s messaging system. This extensive effort not only dealt with technical issues, but needed to also address change management for all 14,000 e-mail users. The project has further improved communication and productivity amongst staff due to the new and improved value-added applications such as task manager, calendar and journal that can be utilised from this single application. This was very much a concerted effort between all users located in the regions and Klang Valley.
ICT has also implemented the Employee Attendance System that entailed centralising and setting up the attendance system for the Head Office involving more than 2,000 staff. The system has allowed for improved attendance management and security access for TNB departments in Head Office. A major on-going project is the implementation of the Distribution Network Information System, in which ICT plays a critical role in the roll out in Shah Alam. This project is expected to improve Distribution’s capability in network planning and outage restoration.
Moving forward, ICT is to implement the Corporate GIS for the whole of TNB, of which DNIM will be a part of the entire system. For the first phase of Corporate GIS, ICT will provide services to the Transmission Division and ICT Telecommunication and Properties Department.
CbPMS is an ICT-developed system for TNB to evaluate staff performance. The system has been in use since 2004 and is continuously being enhanced and upgraded. This system allows TNB to monitor the Key Performance Indicators (KPIs) of all staff and provides the means for better human resource management.
ICT provides information management services to the Top Management, ICT through the Business Information Warehouse module of the ERP. This will allow Top Management to monitor their key result areas, KPIs and extract crucial financial information for quick decision making. To improve communication between the regions, ICT has implemented a Video and Desktop Conferencing facility for management to impart and discuss critical issues without having to travel around the region.
The ERMS modules comprise Project System, Financial Management, Material Management and Plant Maintenance. The system incorporates industry best practice and it is continually reviewed and improved. The objective of the ERMS implementation is to provide an information system which is integrated, flexible and scaleable to meet the ongoing industry and TNB’s organisational changes.
In FY 2006, ICT Division introduced WIT and 5S practice among the staff. The objectives are to inculcate teamwork, continual improvement and safety culture at the workplace. Currently, six 5S teams have been set up at the Division’s main office. Eleven WITs have been set up and the activities are in progress. In line with TNB’s call for increasing safety awareness amongst staff, ICT has undertaken the SEMS baseline audit initiative to determine the safety level of all operational units in the four regions of Peninsular Malaysia.

ICT continuously implements infrastructure upgrades to enhance the resilience, reliability and availability of TNB’s telecommunication network. This is to provide robust and reliable channels for teleprotection, telecontrol and SCADA. Overall, ICT has managed to achieve its targeted Financial KPIs by stretching its OPEX budget to derive maximum value. ICT has also managed to reduce CAPEX expenditure by conducting innovative methods in implementing projects.
In line with industry practice, ICT measures its services to the core divisions through Telecommunication Network Availability and System Availability indicators. In these two areas, ICT had achieved its target and surpassed the industry benchmark. ICT had achieved an upper average score in its Customer Satisfaction index. Throughout the year, ICT had achieved a full security success with no breach in system security and no loss of data.
ICT’s Learning and Growth KPI is derived from staff competency, of which ICT has met TNB Group’s expectation in creating skilled and competent personnel in the core, leadership and technical competency labels. ICT has undertaken to install and upgrade customer premises equipment at all critical locations. With this implementation, the bandwidth available at these locations will be increased to meet key application requirements such as Geographical Information System, Enhanced Customer Information Billing System and the new Messaging System. This enables users to quickly retrieve real time and secure information from the various TNB systems.
ICT is emphasising industry standard customer services. In line with this, they will continue to build the capacity and capability toward that goal. Key to the goal is the setting up of a one-stop service desk to handle customer matters. In expanding service offering, ICT plans to implement critical information systems to support TNB critical business processes such as Geographical Information System Phase 2, Electronic Documentation Management System, and Customer Relationship Management initiatives, and provide efficient connectivity to TNB Kedai Tenaga and District offices. These initiatives are in support of TNB’s business directions and Quality Policy.

TNB BOARD OF DIRECTOR

Task and Responsibilities
List of Assignments Introduction
As for the task given here; in TNB Dua Central, I have been assigned to do more on research and maintenance work. As the first day during my internship , I was assigned to be part of utility solution unit member which is one of the core unit in TNB ICT department. I was given a task to study and make a research on system development process more about discover how the system is develop from scratch and identify what is the process that they have to take in order to deliver a successful project. Beside that I was given apportunity to joined MFFA department to work in maintenance job. THE tasks is more on technical support such as formatting their PDA equipment and trouble shooting their PDA devices . this job is quite adventurous since it required us travel to pusat pengurusan bekalan TNB.
Task 1
DOMs project research
DOMS Project background.
Tenaga nasional Berhad is the largest electric utility company in Malaysia with more than Rm73 billion in assets and serving over 7.3 million customers throughout malaysia. TNB core business activities are in generation, transmission and distribution of electricity. Distribution operation System was requested by Distribution system operation (DSO) , TNB for the purpose of improving operation efficiency and eliminating manual process of managing planned outage.
Regional control center is responsible in managing the planned outages application in Distribution Division. It involves Distribution and Transmission division users. There are four RCC located at two locations which are two RCC (metro and Southern) located in Bangsar and two RCC (Northern and eastern) located in Seberang Jaya.
Currently the process of request for an outage up to the approval level and the preparation of report for tracking and monitoring are done manually. Beside that ,outage planning in distribution division is a long and tedious manual process whereby processing of outage plan generally takes a week including a full day of committee sitting. As a result , about 25% of planned outages are not able to be carried out due to various reasons.
Project deliverables
PSI in control SDN.BHD has been contracted as the solution provider (SP/vendor) by TNB to developed the system and complete the project under these scope of work, * Developing , testing , deploy & Rollout of the systems * Integration DOMS to existing PSI control SCADA System.
As the vendor and developer of the system they must carried out project planning and project development phase as a part of their project management procedure. Below are the requirement activity that they had to faced: 1) Project planning: * Establish a clear project milestones to allow tracking of project progress * Develop detailed project scope * Deliver blueprint design * Prepare detailed project plans * Prepare technical and infrastructure plans * Prepare functional and technical test plan * Prepare hardware requirement and specifications * Study and prepare infrastructure requirement * Prepare project roll-out and user engagement plan. 2) Development : * Supply and install PSIcontrol SCADA Application on DOMS Operator Workstation. * Supply and install DOMS Web Gateway * Supply and install any associated applications and software. * Develop detailed user requirement through business process mapping for all applications * Develop detail software design * Develop data models. * Integrate all relevant systems * Execute DOMS acceptance & testing plans * Prepare DOMS user documentation The assignment of the DOMS project ( team project )
During research on DOMS project . I have identified that at least nine step that both of my team and the developer has to go through. Each stage has it own date line and they must complete it one by one in order deliver a successful system. Every stage required full cooperation from both of the team member. As right now they has already reached UAT session which the system will be test by my project team member and ICT certified tester. Below are the explanation of system development process of DOMS system : 1) collect the system requirement. the blue print design are base on reference to design and develop functions in DOMS. After the blueprint design is approved , detailed technical design needs to be incorporated to translate the higher level functional specifications to a level of detail that a developer requires. During this process ,it may be required us to revisit the users in order to collect the system requirement. 2) Develop applications which cater to the functional specifications
With the detailed technical design document in place , the developers will then start writing code to realize the requirements. During this step, it is highly likely that user interaction is required to ensure that the code developed suits the users requirements.and It is important that regular backups of the development system are taken to ensure that for any mishap , work done is not lost. usually they will backup for every week or monthly basis. 3) Develop test plans and test scripts including acceptance critiria for each roll-out parallel to step 2 and based on the detailed technical design as well as the functional design. Generally they will develop a new test plans and test the scripts to test all aspect of the development . It is planned that the test plans will be reviewed by TNB.

4) internally test the application
The application modules that being developed will usually be tested continuously by the software developer. After the development of the individual modules, the complete and integrated testing will be done by SP to ensure correctness and completeness.
This process is expected to be completed in the development environment with the development of database. 5) Pre Test
The application being developed will be tested by ICT certified tester on the product standardization , TNB standardization , source code audit , in order to evaluate the looks and the feels of the system.

6) PRE UAT
Once the system completely tested by SP and ICT certified tester on the product , pre UAT will be conducted by TNB project team (my team) using prepared test scripts and test procedure document. The test will cover entire functions as per deliverable scope. ITBS Testing framework to be implemented during this stage
The developed applications will be tested with full database , Testing environment database , by SP and TNB team along with all TNB systems that are integrated. This exercise is treated as a mock up session for UAT.

7) User Acceptence Testing ( UAT)
UAT will be conducted by vendor and TNB will be the witnessed based on the test plans. Successful completion of UAT is a must for roll-out and a payment milestone.

8) Prepare and execute roll-out plan
A roll-out plan is important for successful roll-out. This document plans and schedules the different activities that are necessary to achieve successful roll-out. It will also have a checklist to ensure that nothing is missed. This document will be prepared by vendor along with the test plan and will be reviewed by TNB. 9) Develop ‘as-built’ documentation
After a successful roll-out, documentation known as ‘As built’ will be prepared and submitted. This compilation will include any revision for any document that have already submitted.

Transfer of technical Knowledge (TOTK) Session TOTK is a prime requirement of the contract . This clause provides that TNB ICT personnel are able to do the following after the departure of supplier subsequent to the completion of the project.
Hence, the vendor shall provide adequate training to allow TNB staff to support and maintain current and future expansion of the system. The training program shall cover all aspect as mention below: * Able to maintain the system * Administer the system * Able to control quality and ensure data intefrity * Able to digitize and create the data in the system. * Able to operate and use the system. * Able to troubleshoot the system. The strategy that has been used is consist of various form of TOTK such as: * Demos and presentations in class room training * Application development review via visit to control site during development * Hands on training

the system flow explanation
The process for Planed Outage Management System. scenario : the user (outage applicant) needs to request for outage (planned). The user already clicked the create outage request link and loaded into his/her web browser
Action :. 1) The applicants entered the details of the outage by selected a cascading dropdown e.g Zone -> Area->Substation name->Circuit Breaker. 2) The applicants once entering all the details presses the submit button for processing * If any form validation error occurs the system will update the page with validation error message * If no form validation issues the system will proceed into the next process 3) The system process the application information and do collision checking against other pending application to the same equipment to the sametime or time span. 4) If no conflict the system will generate automatically a unique ticket number for the outage application. 5) Once ticket generated the application will be save into application queue database for approval. 6) The executive using his own module will then process the application for approval. * If he approves it will be save into the distribution queue DB for processing and send notification to the concerned parties via email * If not approve the application status will be suspended and reset all approval matrix that comes along with it. Notify the concerned party via SMS and email.

The process for Outplaned Outage Management System Scenario : the user (outage Applicant) needs to request for outage (unplanned). The user already clicked the create outage request link and loaded into his/her web browser.
Actions:
1) The applicants entered the details of the outage by selected a cascading dropdown e.g Zone -> Area->Substation name->Circuit Breaker. 2) The applicants once entering all the details presses the submit button for processing * If any form validation error occurs the system will update the page with validation error message * If no form validation issues the system will proceed into the next process 3) The system process the application information and do collision checking against other pending application to the same equipment to the sametime or time span. 4) If no conflict the system will generate automatically a unique ticket number for the outage application. 5) Once ticket generated the application will be save into application queue database for approval. 6) The executive using his own module will then process the application for approval. * If he approves it will be save into the distribution queue DB for processing and send notification to the concerned parties via email * If not approve the application status will be suspended and reset all approval matrix that comes along with it. Notify the concerned party via SMS and email. 7) The Pc/Pk/Gm using his own module will then process the application for approval
-If he approves it will be save into the distribution queue DB for processing and send notification to the concerned parties via email
- If not approve the application status will be suspended and reset all approval matrix that comes along with it. Notify the concerned party via SMS and email. 8) The senior operation engineer using his own module will then process the application for approval
- If he approves it will be save into the distribution queue DB for processing and send notification to the concerned parties via email
- If not approve the application status will be suspended and reset all approval matrix that comes along with it. Notify the concerned party via SMS and email.

Work Experience
Introduction
There are benefits and obstacles that I have faced during my internship which give positive and negative impact to me. In terms of the benefits, I can take it as an advantage for me and can be used in future. As for the obstacles, it will be a good lesson for me in handling tasks in future. Besides, the program gives me an experience that is very difference with the normal classes. Working experience have boost up my level of confidence, knowledge, soft skills and others.

Benefit
There are several benefits that I got while doing the industrial training program and one of them is improving my level of confident. This can be seen when I do my work that have been unsupervised by the supervisor which mean I need to handle the problem without my supervisor‟s vision.
In addition, during my industrial training I also can improve my communication skill among the staffs. This is because I have to communicate with my supervisor every time I want to update them with the task given. This kind of experience can be used when I am being in real working life later because I already see the real picture of working environment. I also can manage to do work under pressure and make me strong to face the problems. Challenged or Obstacles faced in Internships
At the beginning, I felt confused on who should arrange the internships. I always wondered who should be responsible for arranging my internship placement, majority of my friends think that faculty should work for the placement. After joining, it was a new environment to me. At the beginning I was afraid to ask questions to the employees working in the company as I am afraid that my questions will either trouble or distract them. On the other way round, I felt without asking questions I can’t learn anything and I would not be able to finish my task given in a proper manner.
I am an intern student, and basically I can’t mingle around with the employers as my wish because they are all much more qualified and experienced people. Besides, I have to take good care of my ethics when I am in the office as I was under my supervisor’s guidance and if any problem caused by me, my supervisor is the want who has to answer to the higher authorities. Furthermore, problems caused by me will be told to my supervisor who will come to check on my performance from the university.
Supervision of interns has been cited as problematic. Qualified staffs to supervise the interns have been in short supply. Universities should be responsible to ensure that internship are offering meaningful learning experiences for their students. I feel that there should be careful examination of feedback from employers and interns followed by the modification of the internship program accordingly.

Recommendations
I recommend the company create more structured training program. I understand that the person responsible to supervise the practical student is already busy with their work burden. However, I believe that they can spend small portion of their time to plan more comprehensive, structured and organized training for the practical student. The supervisor in change should list and arrange the training task which will be performed by the trainee. A training schedule also should be made in order to optimize the training period. In arranging and assigning the training task, the supervisor also should try to fill the training period with task that significant in developing the trainee knowledge, skills and experience for its future career.
In addition, I also recommend that the supervisor in charge of trainee should give an opportunity to them to send the student outside at the client place so that the trainee will learn to manage themselves and also to develop self confidence in working day life. Apart from that, the supervisor also should teach the trainee how to complete the task withy knowledge and understanding.
Last but not least, I suggest that company should provide open classes to trainee to train themselves more on technical stuffs and programs.

Conclusion
Industrial training session in 12 weeks duration had exposed me to the various aspects of industrial practices and working ethics. What can I said here is actually, what I learnt during my industrial training period is not the same as what I learnt in class. Most of things were totally new for me. Here, I had been exposed more on how the staff had been managing in the Tenaga Nasional Berhad (Division). They have been divided into some parts in the state and the parts that I have been work with Technician IT in State Office. There are many things that I have learnt. As a technician IT is not easy, because most of the things they handle is in technical parts. Only certain people understand what their do, but most of the people do not understand. I gain so much precious experience that I never thought before. The environment of working is really pleasant and makes me adapt to the real working environment well. Here, I got chances to communicate with the supervisor, together with Human Resource team. At the same time it polishes my interpersonal skills and same goes to communication skill. Finally, lots of experienced and knowledge I gained some from my industrial training at Airport Management Centre are stated below:
a) Manage future plan
Industrial Training really helps me to think what I should do, achieve and manage in my future soon after graduation. I also think out of the box to achieve my dream.
b) Self-discipline
Through my industrial training, I learn to discipline myself to be punctual, work on time and others. I realize that time is very important in working environment.
c) Positive attitude
During my industrial training, I learn to be honest, responsibility, cooperation and toleration in myself. The entire positive attitudes make me cheerful and happy to work with high level confident.
d) Self-confidence
Industrial training makes me into high level confidence. I have to be confidence to do my job when I am dealing with the supervisor. It also helps me to improve my communication skill.
e) Increase the quality of work and talent
I also can judge myself doing some work and lots of thing need to be improved. It also helped me to increase the quality of work and enhance participant’s skill/talent. Basically, industrial training is very important for UNITEN students to gained knowledge and experienced and useful in their working environment soon.