100 GWp, THOUSANDS OF SITES: CAN INDONESIA MANAGE THE RISK OF DISTRIBUTED ENERGY?

Indonesia’s ambition to reach 100 GWp of solar capacity presents an enormous opportunity for its energy transition. But thousands of solar installations across thousands of locations will create a different risk-management challenge: how to maintain consistent standards, manage accumulated exposures, and protect the reliability of an increasingly distributed energy portfolio.

Imagine Indonesia in 2029.

Solar panels are no longer an emerging technology. They are everywhere.

On industrial estates. On factory rooftops. Across utility-scale solar farms. On reservoirs, islands, and near mining operations and remote communities.

The country has moved closer to its 100 GWp solar ambition. It would be an extraordinary achievement.

But a different question emerges:

Who is managing the risk of all these assets?

Because 100 GWp does not necessarily mean one hundred giant solar power plants. It could mean thousands of projects distributed across a vast archipelago, each with different technologies, owners, contractors, operating environments, and risk profiles.

The challenge is no longer simply generating solar power.

It is managing thousands of assets, understanding how their risks interact, and ensuring that individual incidents do not develop into wider operational or financial disruptions.

The next challenge for Indonesia’s energy transition may therefore not be simply capacity development.

It may be risk aggregation and distributed asset management.

From One Power Plant to Thousands of Risk Locations

From One Power Plant to Thousands of Risk Locations

Traditional power infrastructure often has a relatively concentrated risk profile.

One large power plant. One site. One management team. One operating system. One major insurance programme.

Distributed renewable energy is different.

A national solar portfolio could consist of assets spread across Java, Sumatra, Kalimantan, Sulawesi, Bali, Nusa Tenggara, Maluku, Papua, and many smaller islands.

Each location may face different:

  • Flood exposure
  • Earthquake exposure
  • Wind and extreme weather
  • Fire risk
  • Grid conditions
  • Accessibility
  • Maintenance capability
  • Security conditions
  • Supply-chain challenges

The physical distance between assets creates another challenge:

How do you manage risk consistently when the assets are everywhere?

A solar installation in an industrial estate may have access to qualified technicians, replacement equipment, and established infrastructure. A similar installation on a remote island may face longer response times, limited spare parts, and more complicated transportation arrangements.

Both may have the same installed capacity.

But their operational resilience may be very different.

This is why managing distributed energy requires more than assessing individual facilities. It requires understanding how location, infrastructure, technology, and operational capability influence the risk profile of the entire portfolio.

Geographic Diversification Reduces Some Risks—and Creates Others

Geographic Diversification Reduces Some Risks—and Creates Others

At first glance, distributed solar appears inherently more resilient.

If one solar farm is affected by a major event, other facilities may continue operating. Geographic diversification can reduce the impact of a single catastrophic event on the entire portfolio.

But diversification does not eliminate risk.

It introduces portfolio complexity.

Imagine an owner operating 500 solar installations.

One location experiences flooding. Another suffers inverter failure. Another has damaged panels after extreme weather. Another encounters a transformer problem. Yet another cannot obtain replacement parts quickly.

Individually, these incidents may appear manageable.

Collectively, however, they become a portfolio risk.

The question changes from:

“What can happen to this solar plant?”

to:

“What can happen across the entire portfolio?”

This distinction matters because the accumulation of multiple losses, even when individually modest, can create a significant financial and operational burden.

The Risk of Inconsistent Standards

As solar development accelerates, projects may involve different EPC contractors, equipment manufacturers, installation standards, operations and maintenance providers, monitoring systems, and documentation practices.

This can create inconsistent risk quality across the portfolio.

One solar plant may have effective drainage, proper cable management, appropriate fire protection, preventive maintenance, reliable monitoring, and well-defined emergency procedures.

Another may not.

From an investment perspective, both may appear as 10 MWp solar assets.

From a risk perspective, they are not necessarily equal.

Inconsistent engineering standards, installation quality, maintenance practices, and operational controls can affect equipment reliability and the severity of potential losses.

Installed capacity is not the same as risk quality.

For asset owners, establishing consistent minimum standards across the portfolio is therefore an important part of managing risk at scale.

Critical Equipment Creates Concentrated Dependencies

Distributed solar does not mean that every risk is distributed.

Some critical components can create significant concentration.

Consider inverters, transformers, switchgear, battery energy storage systems (BESS), control systems, and communication systems.

If hundreds of projects depend on the same manufacturer or technology, a systemic technical problem could affect multiple sites simultaneously.

A product defect, software issue, design weakness, or supply-chain disruption could create correlated losses across geographically dispersed assets.

Geographic diversification alone may not protect a portfolio against these shared dependencies.

Asset owners therefore need to understand:

  • Which critical components are used across multiple sites
  • How many installations depend on the same supplier or technology
  • Whether replacement equipment is readily available
  • How quickly critical spare parts can be delivered
  • Whether alternative suppliers or technical solutions are available

The objective is to identify common dependencies before they become portfolio-wide problems.

Maintenance Becomes a Strategic Issue

Solar panels may have a long operating life, but the systems around them require continuous attention.

Inspection, cleaning, electrical testing, thermal monitoring, inverter and transformer maintenance, cable inspection, vegetation management, drainage management, and performance monitoring all contribute to operational reliability.

The challenge becomes greater when assets are geographically dispersed.

How quickly can a technical team reach a remote site?

Are qualified technicians available?

Are spare parts nearby?

Can abnormal performance be detected before a component fails?

Remote monitoring, drones, sensors, predictive analytics, and AI-based diagnostics can help identify deterioration before it becomes a major loss.

But digital monitoring also creates another dependency.

If physical assets rely on digital systems for performance monitoring, communication, and operational control, system availability and cybersecurity become part of the broader risk-management picture.

The more distributed the portfolio becomes, the more important consistent monitoring and maintenance capability will be.

Physical Damage Can Become a Much Larger Financial Loss

Physical Damage Can Become a Much Larger Financial Loss

Consider an inverter worth several hundred thousand dollars that fails at a solar facility.

The immediate question is:

How much will it cost to repair or replace the equipment?

But that is only one part of the exposure.

If the plant cannot operate at its intended capacity while the equipment is being replaced, the owner may also lose revenue from electricity generation.

If replacement equipment must be imported, the delay may extend for weeks or months, depending on availability, logistics, and technical requirements.

The financial consequences may therefore include:

  • Equipment repair or replacement
  • Transportation and import-related costs
  • Installation and commissioning expenses
  • Reduced electricity generation
  • Lost operating revenue
  • Additional operational costs
  • Delays in restoring normal operations

For a single facility, the impact may already be significant.

For a portfolio with hundreds or thousands of installations, similar failures across multiple locations can create a much larger cumulative exposure.

This is why the value of a solar asset should not be measured only by its physical infrastructure.

Its economic value also depends on its ability to generate electricity and revenue consistently over time.

Portfolio Accumulation: Small Risks Can Become a Large Exposure

A portfolio of distributed solar assets may contain hundreds of relatively small individual risks.

However, their combined value can represent a substantial concentration of insured assets.

The accumulation may arise from several sources:

  • Geographic accumulation: multiple installations exposed to the same flood, earthquake, or extreme weather event.
  • Equipment concentration: multiple sites using the same critical components.
  • Supplier concentration: dependence on a limited number of manufacturers or replacement-part suppliers.
  • Operational accumulation: common maintenance weaknesses or inadequate controls across multiple installations.
  • Business interruption accumulation: simultaneous or correlated reductions in electricity generation across the portfolio.

A geographically dispersed portfolio may benefit from diversification, but the extent of that benefit depends on the actual distribution of assets and their shared dependencies.

The important question is therefore not simply:

“What is the value of each solar installation?”

It is:

“What is the maximum foreseeable loss across the portfolio, and how could multiple failures affect the overall business?”

Answering this requires reliable asset data, geographic mapping, equipment information, maintenance records, and an understanding of the potential interactions between risks.

When One Failure Affects More Than One Site

Technology and supply-chain dependencies can create losses that are not limited to a single location.

Suppose several hundred installations use the same inverter model. A technical defect or software problem could potentially affect multiple facilities.

Even if the equipment damage at each site is limited, the combined impact could be substantial.

Replacement demand could also increase sharply, placing pressure on suppliers, spare-parts inventories, transportation capacity, and technical support.

This creates a potential chain of consequences:

Common Technical Failure → Multiple Affected Sites → Increased Replacement Demand → Longer Restoration Time → Wider Financial Impact

For asset owners, understanding these dependencies is essential to evaluating the resilience of the entire portfolio.

It is also relevant when assessing insurance, because the potential for correlated losses may differ significantly from the risk presented by a single standalone solar project.

Business Interruption: The Value of Reliable Generation

One of the most important exposures in renewable energy is the financial consequence of interrupted operations.

Physical damage insurance may address covered damage to insured property, subject to the applicable policy terms. But the financial consequences of a shutdown require separate consideration.

Business Interruption protection, where appropriate and available, may help address certain covered losses of operating income following insured physical damage.

However, the actual protection depends on the policy wording, insured triggers, indemnity period, limits, exclusions, and other conditions.

The exposure also extends beyond the cost of repairing equipment.

A critical question is:

How long will it take to restore the asset to normal operation?

A component that can be replaced within days creates a different financial exposure from one that requires several months to procure, transport, install, and commission.

For distributed solar portfolios, restoration time may depend on the availability of technicians, spare parts, transportation, and access to remote sites.

This is why business continuity planning, spare-parts strategies, and operational resilience should be considered alongside insurance.

Insurance Must Reflect the Entire Portfolio

Traditionally, insurance assessment may focus on an individual project: its location, asset values, construction characteristics, and operating risks.

A portfolio of thousands of solar installations requires a broader perspective.

The assessment needs to consider:

  • Total insured values across all locations
  • Geographic and natural catastrophe accumulation
  • Critical equipment and supplier concentration
  • Maximum foreseeable loss
  • Potential business interruption accumulation
  • Common technology exposures
  • Claims experience and maintenance quality
  • Consistency of risk controls across the portfolio

Without a reliable overview of these factors, individual policies may provide protection for specific locations without giving the owner a sufficiently clear picture of the portfolio’s overall exposure.

The challenge is not simply insuring thousands of individual assets. It is understanding and managing the risks they represent collectively.

From Individual Asset Protection to Portfolio Risk Management

From Individual Asset Protection to Portfolio Risk Management

At L&G, we see distributed renewable energy as a risk-management challenge that extends beyond the insurance requirements of individual solar projects.

The starting point is not simply:

“What insurance policy should we buy for this solar plant?”

The more fundamental questions are:

“What is the total exposure across the portfolio?”

“Where are the common dependencies?”

“How could multiple losses affect operational performance and financial results?”

And:

“How much of that exposure can be prevented, mitigated, retained, or transferred through insurance?”

Answering these questions requires an integrated view of the asset portfolio.

The assessment should consider the location and value of each installation, engineering and construction standards, equipment concentration, maintenance capability, spare-parts availability, business interruption, and the potential accumulation of losses across multiple sites.

A structured portfolio risk framework can help asset owners identify inconsistencies, prioritize critical assets, and understand where additional controls may be needed.

This includes establishing minimum engineering and maintenance standards, mapping geographic and technology concentration, implementing centralized monitoring, and developing practical emergency response and business continuity arrangements.

Insurance then becomes part of a broader risk-management strategy.

Depending on the project’s construction and operational profile, the programme may involve Construction All Risks or Erection All Risks during the relevant project phase, Property All Risks for operating assets, Machinery Breakdown, Business Interruption, and other appropriate covers.

The selection and scope of insurance must reflect the actual asset structure, insured interests, contractual responsibilities, risk profile, and applicable policy terms.

But insurance should not be viewed in isolation.

A well-designed programme needs to work alongside effective engineering controls, preventive maintenance, reliable monitoring, spare-parts planning, and clear restoration procedures.

The objective is not simply to compensate for physical damage after a loss.

It is to reduce the probability and severity of losses, limit operational disruption, and ensure that the remaining financial exposure can be managed appropriately.

The Objective Is Reliable Solar Capacity

Indonesia’s solar ambition is ultimately about building a new energy system.

As capacity expands, the industry will need to look beyond how many megawatts or gigawatts have been installed.

It will also need to consider how reliably those assets operate, how quickly failed equipment can be restored, how resilient the supply chains are, and how effectively accumulated risks are managed.

The traditional approach might be summarized as:

Build → Insure → Operate

A more comprehensive approach is:

Understand → Standardize → Monitor → Prevent → Respond → Recover → Transfer Risk

The objective is not to eliminate every incident. That is impossible.

It is to ensure that when something goes wrong, one incident does not become a systemic disruption.

At L&G Insurance Broker, we believe the starting point is understanding the entire portfolio—not merely the individual assets within it.

Because 100 GWp is not one project.

It is potentially thousands of projects, thousands of locations, and thousands of interconnected risks.

Indonesia does not only need more solar capacity.

Indonesia needs reliable solar capacity.

And reliability does not happen by accident.

It must be designed, monitored, managed, and protected throughout the entire asset lifecycle.

Build the Capacity. Understand the Exposure. Manage the Portfolio. Protect the Reliability.

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