Built as Serdang Power Station in 1993 with a generating capacity of 625 MW, PJPS was part of TNB’s plan to increase power generation capacity to meet Malaysia's rising electricity demand in the early 1990s. The gas turbine plant in PJPS consists of two units of 110MW General Electric Frame 9E model and three units of Siemens 135MW V94.2 Ratio model. PJPS is a peaking power plant serving the Klang Valleyload center. Its operating regime is of two shift cycles, operating between 12 and 16 hours daily mainly to meet the load demand during peak hours and stabilize the grid line voltage. The machine can be put on commercial loading within 30 minutes upon request from Malaysia's National Load Dispatch Center. PJPS is located in Putrajaya, the administrative center of Malaysia. For this reason, the station has been identified as a lead station for restoration of Putrajaya Island in the event of interruption of electricity. Its name was changed to Putrajaya Power Station on 15 February 2006.
Certifications and awards
Adding to the list of certification such as the MS-ISO 9002 Quality Assurance System, Environmental Management System EMS 14001, Occupational Health and Safety Assessment Series OHSAS 18001 Certification and the upgrading of the Quality Management System to ISO 9001-2000 in the year 2003, is the 5S Practice certification on 1 June 2005. The station has converted its EMS14001:1996 to EMS14001:2004 version. In 2003, PJPS was the first business unit in TNB to be awarded the Anugerah Kualiti Presiden. AKP, which uses a set of audit criteria modeled to the Prime Minister Award and Malcolm Baldrige National Quality Award is the highest recognition scheme in TNB awarded to a business unit that demonstrates the excellence in management of quality and its services. For the year 2004 and 2005, PJPS maintained the recognition as the highest scorer in the AKP audit.
Organizational culture
It is practice that every employee is involved in at least one quality related activity. PJPS promotes the culture of excellence by encouraging communication between teams, team participation in setting goals and empowering teams to manage and improve their processes. The team culture is emphasized by using the terms ‘Team Members’ instead of ‘employees’ and ‘Geese Masters’ instead of leaders.