Bil 1/2016

B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
BIL1.
1 .2016
2016
Bil
2016
JAN - MAC
1
DEVELOPMENT
OF THE WATER
SERVICES
INDUSTRY:
Achievements
and Progress
Menarik di dalam
03
Transformation and
Achievements of
Water Operators
After Migrating to
Licensing Regime
12
Standardization of
Sewage Treatment
Plants Through
Development
of Technical
Specification
16
Tangki SimpananPenyenggaraan
Tanggungjawab
Siapa?
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
1
U LL EE TT II N
N SS PP A
AN
N BB II LL .. 00 11 .. 22 00 11 66
BB U
1
2016
1 .2016
BIL1.
Bil
2016
Kandungan / Contents
03 - 07
Transformation and Achievements of Water
Operators After Migrating to Licensing Regime
08 - 09
Tariff Setting Under The New Licensing Regime
- Licensing and Tariff Division
10 -11
Sewerage Works Approval Transformation Effectiveness Through Simplicity
12
ENT
DEVELOPM
TER
OF THE WA
SERVICES
INDUSTRY:
Achievements
and Progress
Menarik di dalam
03
and
Transformation
of
Achievements
ators
Water Oper
to
After Migrating
me
Licensing Regi
12
n of
Standardizatio
ment
Sewage Treat
ugh
Plants Thro
Development
16
ananTangki Simp
n
Penyenggaraa
b
Tanggungjawa
Siapa?
of Technical
Specification
Standardization of Sewage Treatment
Plants Through Development of Technical
Specification
13
Promoting WELPS to Consumers
14 - 15
The Importance of Managing Sewage
16 - 18
TANGKI SIMPANAN AIR – Penyenggaraan
Tanggungjawab Siapa?
19
Aktiviti SPAN - (Jan - Mac 2016)
Water Saving Tips Outdoor
2
JAN - MAC
•
Water the lawn or your plants early morning or late
evening to avoid water loss through evaporation from
the heat.
•
Use a broom not a hose to clean the driveways and
sidewalks.
•
Use a garden watering can or a bucket to water your
lawn or garden instead of a hose.
•
Use a bucket to wash your car and avoid using a hose.
•
Avoid using a mist fan for cooling as it consumes a lot
of water if used over a period of time.
•
Consider replacing some turf area with low water
use plants and ornamental grass. They are easier to
maintain than turf, looks beautiful and require far less
water.
•
Group plants based on its watering needs. Creating
“watering zones” in your garden will allow you to give
each plant the water it requires — not too much or too
little.
•
Keep landscapes free of weeds. Weeds are water thieves
and will rob your plants of water and nutrients.
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
Sidang Pengarang /
Editorial Board
Penasihat / Advisor
YBhg. Dato’ Mohd Ridhuan Ismail
Ahli-Ahli / Members
Cik Leow Peen Fong
En. Marzuki Mohammad
Ir. Mohd Shukri Abdul Razik
Pn. Carol Pelly
Pn. Loh Pit Mui
En. Mohammad Helmie Mohd Noor Yazid
Penyelaras / Coordinator
Pn. Carol Pelly
Diterbitkan oleh / Published by
Suruhanjaya Perkhidmatan
Air Negara (SPAN)
Ground & First Floor
Prima Avenue 7, Block 3510
Jalan Teknokrat 6,
63000 Cyberjaya
Selangor Darul Ehsan
Tel: 03-8317 9333
Fax: 03-8317 9339
www.span.gov.my
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
Transformation and Achievements of Water Operators
After Migrating to Licensing Regime
SYARIKAT AIR MELAKA BERHAD (SAMB)
The transformation of the
water industry in Peninsular
Malaysia in the past decade
has seen a tremendous
impact on the water services
scenario since the inception
of the Water Services Industry
Act. This year marks the
tenth anniversary of the
Water Services Industry Act
and the formation of SPAN,
the national water services
regulator which was formed
to regulate the performance
of the various water operators
throughout Peninsular Malaysia. The Act was also enacted to set
a standard code of practice imposed on all water operators and
to set the way forward for all operators to achieve a designated
set of KPIs in discharging its services to its consumers.
SAMB was among the first water operators to heed the call
of the Federal Government to migrate to the new regime.
In reflecting the path taken by SAMB since its migration, it is
evident that the move has been beneficial to the company as
a whole compared to its status before migration. This is proven
by the various awards accorded to SAMB in charting its way
forward with the ultimate aim of achieving a world class status
by 2030, a challenging vision that is not impossible to reach.
The long term strategy formulated by SAMB is spelt out in its 30
years Strategic Business Plan which forms the basis for SAMB to
move forward to achieve world class standard. It also acts as a
guide for the future generation of SAMB’s management to act
based on the principles outlined in the strategic business plan.
To streamline the activities as contained in the strategic plan,
a further refinement of the plan is prepared based on a series
of 3 year period to focus on the core activities highlighted in
the strategic plan. Called the 3 years rolling business plan, it
highlights the salient activities that need to be carried out to
achieve the targets set. It encompasses all aspects relating
to SAMB’s core business values in ensuring the deliverables
as set out in the KPIs are appropriately discharged to all the
stakeholders involved. To give emphasis on the significance of
the 3 years rolling business plan, SAMB has assigned themes to
reflect the aspiration expected of the particular rolling plan. For
the 1st OP(2010-2012), the theme adopted was “strenghtening
the system” to reflect SAMB’s resolve in overhauling the existing
distribution supply system which has
been plaguing the state distribution
system before. This ensures that all
consumers are assured of a stable
supply through a series of network
connectivity that provides flexibility
to the supply system. The main
thrust of that operating period was
in the replacement of old assets to
minimise supply interruptions, ensure
a high water quality standard and a
determined approach to reducing
the NRW level. On a similiar note, the
theme of the 2nd OP(2013-2015)
dubbed ‘Operational Excellence’ aimed
to chart the way forward towards world class standard. The
continued efforts taken by the management finally bore fruit
when SAMB was awarded the prestigious award for excellence
by KeTTHA for two consecutive years in 2013 and 2014. The
award accorded to SAMB in 2013 was for “Technical Awards”
and “Most Promising Water Services Operator of The Year” and
this culminated in 2014 when SAMB was conferred the coveted
title of “KeTTHA Excellence Award (Water)”. At the state level,
SAMB was also awarded the “Green Technology” award for its
Bukit Sebukor water treatment plant for its efforts to contribute
to the green technology vision of the state by 2020. Having
achieved its set target of operational excellence, SAMB shifted
its emphasis to focus more on its customer service in the 3rd OP
which is the current OP(2016-2018). Realising that its customers
are among its most important assets, a campaign of ‘Customer
First’ was initiated to acknowledge SAMB’s appreciation of its
customer support in its daily operations. A series of corporate
social responsibility (CSR) programmes have been drawn up to
engage the public with SAMB and to further reduce the gap
between both parties.
Under the new migration the task of providing sufficient raw
water and the preservation of water catchment areas falls
under the responsibility of the respective state governments.
SAMB, being a water operator, is primarily responsible for the
treatment and distribution of treated water in compliance
with the standards set by the KKM. To achieve this objective,
the guiding principle is to comply to the KPIs set by SPAN that
covers all the basic aspects of the water industry covering
treatment, operation and finance. This has prompted SAMB to
restructure its company organisation to enable each internal
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
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B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
department to focus its attention in attaining the overall KPIs
of the company. SAMB realised that a dedicated and diligent
workforce is the backbone to its continued survival, and the task
to elevate the employee’s high working culture commitment is
filtered down to the human resource department. Through a
continuous series of awareness courses, the will to commit and
contribute to SAMB’s operational excellence is deeply ingrained
in its workforce.
the setting up of a dedicated team, SAMB managed to reduce
its NRW level drastically from its base level of 33% in 2008 to
19.3% in 2015. SAMB aims to reduce this level further to 18% by
the end of 2016 and to register on record as the state with the
lowest NRW level in the country. With the ability to obtain easy
funding for NRW related projects and the positive work ethics
shown by the staff involved, SAMB is confident that this feat is
not impossible to achieve.
Maintaining the water assets and implementing projects that
are necessary to ensure a continuous supply coverage, including
replacing old and inefficient assets, is also one of the main focus
of SAMB. Obviously this requires the necessary sufficient funding
to finance the tasks involved. Before migration, the main source
of funding was from loans provided by the Federal government
which was channelled through the state government allocated
within the national 5 years development plan series. Each
state has to compete with each other to obtain the required
project funding allocation, with no guarantee that approval will
be given. The impact is that the much needed project might
have to be delayed until such time when the necessary funding
is finally obtained. Under the migration exercise, a funding
mechanism was formulated to assist the water operator obtain
the required financing in implementing capital expenditure
(CAPEX) projects. This helps to ensure that projects that are
planned in the respective operating periods including long
term projects are successfully implemented for the benefit of
SAMB. Under this funding model, the liabilities of SAMB are
taken over by PAAB which is a water asset holding company
fully owned by the Federal government. SAMB is required to
transfer its water assets to PAAB for a period of 45 years and in
return SAMB pays lease rental to PAAB at an agreed rate . Under
this exercise SAMB operates as a light asset company whereby
the funding burden by SAMB is eased, enabling it to shift its
focus towards better operational efficiency.
With the funding problems sorted out and the establishment
of SAMB as an asset light company, it enables SAMB to shift
its emphasis towards a more comprehensive operational
efficiency and to concentrate fully on meeting the demands
and expectation of its customers. A fully equipped customer call
centre was established at SAMB’s headquarters and operational
round the clock. All complaints are captured and recorded at this
centre and subsequently conveyed to the respective districts
for prompt action. Statistics monitored annually has shown a
significant decrease in the number of pipe burst over the years.
As a comparison, the number of pipe bursts received in 2008
was 3,565 and this figure was further reduced to 235 in 2015.
One critical success factor in the reduction of these figures is
due to the continuous asset replacement programmes carried
out and the steps taken by the management to strengthen the
network system while simultaneously implementing network
connectivity to provide flexibility of supply.
One aspect that SAMB managed to achieve since migration is
in the reduction of its NRW level. Immediately after migration
in 2008 SAMB focused its attention seriously in taking steps
towards a holistic NRW reduction programme which was one
of the national water agenda. Through careful planning and
In conclusion, the water supply scenario in Melaka has witnessed
a marked improvement since SAMB heeds the Federal
government’s call to migrate under the new regime with SPAN
acting its role as the regulator of SAMB’s overall performance.
The outcome of its performance is determined according to
the prescribed set of KPIs covering the operational, financial
and customer driven requirements of the water industry.
While it cannot be denied that there are occasional hiccups in
SAMB’s daily operations, the gradual operational improvement
achieved throughout the years in the aftermath of migration
is living proof of the benefits attained as compared to the
scenario before migration.
SAJ HOLDINGS Sdn Bhd (SAJH)
Our business in SAJH is to provide source-to-tap water supply
services to end-customers in the entire state of Johor, the
second most populous state in Malaysia. Our focus has always
been the customer for which we revolved our services and
business around. Since SAJH migrated to the new licensing
regime in 2009, we were granted licence to source raw water,
treatment and distribution of treated water to consumers.
We provide a full range of customer services including billing
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S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
and collection services, complaints management, quality
assurance etc. All those services excellences have been the
pride of SAJH as we continue to perform surpassing our earlier
achievements. Our “asset-light” business model allows us to
focus on continuous improvement in operational efficiencies.
Our operational capacity is reflected in us meeting the KPIs as
agreed and monitored by SPAN.
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
SAJH’s performance in terms of efficiency has shown remarkable
achievement. The operation covers all major business, a
result of our continuous efforts to enhance efficiency, regular
monitoring of our operations and centralized procurements,
coupled with technological enhancements, building up skills
and expertise as well as improving work culture, we managed
to obtain cost savings in almost all of our operation areas.
Currently SAJH operates and maintains all 44 water treatment
plants (WTPs) effectively and efficiently as to produce high
quality treated water in line with National Drinking Water Quality
(NDWQ) Standard. SAJH also has achieved the highest level of
efficiency in the areas of supply coverage, continuous water
supply, water treatment plant reserve margin, fast response
and resolution to complaints. For such efficiency, SAJH was
recognised by Malaysian Water
Association as one of the best
water supply company in area
of Excellence in Total Water
Management and Operating
Efficiency. Since then, SAJH
has continued this excellence
as proven by SAJH continuous
compliance
toward
SPAN’s
efficiency KPIs.
As at the end of February 2016,
SAJH
Holdings
registered
customer base is 1,090,213 at
comprising of 940,575 domestic
and
149,638
non-domestic
customers. SAJH also showed one
the best records among water
operators in billing and total
collections efficiency.
Fresh, clean water is the essence
of life, essential to our very
existence. With this in mind, SAJ Holdings Sdn Bhd (SAJH) is
fully committed to take on the challenge of preserving and
sustaining a clean and safe water supply in order to meet
this basic need of humankind. We strive to lead the industry
in taking this initiative forward. Never content with our
past achievements, we continuously work harder towards
improving our standards, operational effectiveness, optimum
water quality and ultimately provide value-added customer
service. We strongly believe that; the more quality of raw water,
the more treated water we can get. As an initiative SAJH are
committed in forecasting the environment interest. In 2015,
the acknowledment by The Ministry of Natural Resources and
Environment (NRE) in recognition of SAJH’s Carbon footprint
reduction initiatives is such prove that SAJH are moving towards
the right direction as aspired by the Malaysian government. The
commitment is further strenghtened through SAJH’s logo as a
corporate outlook which carries the environment element as
well as water element to refresh our branding and enhance our
corporate image to be seen positively in national water industry.
SAJH places a high value on the development of its human
capital. The efficiency of all those stated above was achieved
through a total transformation of SAJH’s Human Resource
management approach which eventually evolves into a better
working culture, supported by a dedicated and competent
employees. Winning the Excellence in Change Management
Award at the Global Excellence in Management Awards 2013
(GEMA) stamped the success of our transformation journey.
Training has played a major part in this transformation for which
SAJH was recognised by the World Bank as a Training Center for
Water Supply Operation, Maintenance & Management. On SAJH
dedication towards high value of
its human capital development,
SAJH was also recognised for
its Best Workplace Practices
under the Asian Corporate Social
responsibility for its Organisational
Climate Project.
SAJH’s Knowledge management
has played a pivotal role in all areas
of its achievements. Knowledge
which are considered crucial to
the company has been capsulised
for future references. Efforts of
SAJH in promoting and practicing
knowledge management has
won SAJH awards in area of
Potential Organisation category,
obtain distinction certification
in Knowledge Management
and to top it, The Best Practicing
Organisation category in the
Global Emerging Knowledge Organisation Award. All these
achievements has been the basic foundation for its human
capital to take up the challenges presented to SAJH as it goes
through the licensing regime of WSIA.
An aspect that always been the parameter to determine the
efficiency of a water utility company is its level of Non Revenue
Water (NRW). SAJH has the lowest leak per kilometer of pipe
in Malaysia and one of the lowest NRW level among the local
water operators. This is as indicated in the latest Malaysia Water
Industry Guidlines produced by Malaysian Water Association.
The methodology executed by SAJH in keeping the NRW
level down was also shared with our neighboring state. Both
successes of Johor and Malacca in having among the lowest
NRW level indicated that the right approaches have been taken,
and it shall be the fundemantal in further driving the NRW level
down in the coming future.
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
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B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
Recognitions are a major component that motivate and drive
SAJH to do well and even strive higher in its future endevour.
Especially under the supervision of SPAN’s KPIs, it has become a
source of pride for SAJH to comply with those set parameters of
excellenece. These recognition of our achievements, spur us on
towards even more significant milestones. We appreciate the
awards we’ve received. The list below highlights just some of
the awards we have won after entering the licensing regime
of WSIA; (1) 2014 - Best Company To Work For in Asia awarded
by HR Asia (2) Won the Excellence in Change Management
Award at the Global Excellence in Management Awards 2013
(GEMA) (3) Won 1st runner up for MYCarbon Awards 2015 by
The Ministry of Natural Resources and Environment (NRE).
SYARIKAT AIR NEGERI SEMBILAN Sdn Bhd (SAINS)
8 tahun usia Syarikat Air Negeri Sembilan Sdn Bhd (SAINS)
beroperasi sebagai operator air berlesen setelah Negeri Sembilan
menjadi negeri yang pertama menyahut seruan Kerajaan
Persekutuan bagi penstrukturan
semula industri perkhidmatan air
negara.
SAINS ditubuhkan pada 15 Mac 2007
sebagai sebuah Syarikat Sendirian
Berhad milik penuh Menteri Besar
Negeri Sembilan Diperbadankan
(“MB Inc”). SAINS memulakan
operasi sebagai Syarikat melalui
pengkorporatan Jabatan Bekalan Air
Negeri Sembilan (JBANS) dengan
pengambilalihan fungsi pengurusan
dan operasi pembekalan air bagi
seluruh Negeri Sembilan bermula 1
Januari 2009. SAINS telah didaftarkan
sebagai agensi yang dilesenkan di
bawah Seksyen 174 Akta Industri
Perkhidmatan Air 2009 (AIPA) oleh Suruhanjaya Perkhidmatan
Air Negara (SPAN).
Dalam usaha meningkatkan mutu bekalan air dan menstruktur
semula industri perkhidmatan bekalan air negara supaya
lebih efisien dan berdaya saing, Kerajaan Persekutuan
dengan persetujuan Kerajaan-kerajaan Negeri telah meminda
Perlembagaan Persekutuan untuk memperuntukkan kuasa
kepada Kerajan Persekutuan untuk mengurus dan mengawal
selia industri perkhidmatan air termasuk pemberian pelesenan
serta pengawalseliaan ke atas operator air. Pindaan tersebut
disokong oleh dua akta yang diwujudkan khas iaitu Akta
Perkhidmatan Industri Air Negara 2006 dan Akta Suruhanjaya
Perkhidmatan Air Negara 2006 bagi membolehkan
penstrukturan dilaksana dengan lebih teratur. Kerajaan Negeri
pula telah meluluskan dua enakmen, Enakmen Air (Pindaan Akta
Air 1920) 2007 dan Enakmen Bekalan Air (Syarikat Pengganti
2007), menandakan penghijrahan kepada rejim perlesenan
baru selaras dengan penstrukturan industri perkhidmatan air.
Penghijrahan ke rejim baru ini telah membawa manfaat yang
besar kepada rakyat Negeri Sembilan. Struktur baru industri
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S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
perkhidmatan air negara telah memutuskan supaya segala
pinjaman pembangunan berkaitan bekalan air oleh Kerajaan
Negeri daripada Kerajaan Persekutuan diambil alih secara
novasi oleh Pengurusan Aset Air
Berhad (PAAB), sebuah syarikat milik
Kerajaan Persekutuan di bawah Menteri
Kewangan Diperbadankan. Pinjaman
Kerajaan Negeri berjumlah RM1.6 bilion
telah dipindahkan ke PAAB. Pihak PAAB
seterusnya memajak aset berkenaan
kepada Kerajaan Negeri untuk tempoh
45 tahun sebagaimana terma-terma
yang telah dipersetujui.
Pada masa yang sama, Kerajaan
Negeri bebas daripada tanggungan
pinjaman bekalan air dan tidak perlu
menyediakan perbelanjaan modal
untuk pembangunan semula dan
pembangunan baru aset air. Sebaliknya,
peruntukan yang pernah disalurkan
kepada pembangunan serta pengurusan aset air telah
disalurkan kepada pembangunan yang lebih memerlukan.
Disamping itu, penstrukturan semula industri bekalan air ini
membawa kepada penambahan hasil Kerajaan Negeri melalui
pembayaran royalti penggunaan air mentah yang perlu dibayar
oleh SAINS.
Namun begitu, tidak bermakna pembangunan aset air di negeri
ini diberhentikan. Sejumlah RM576.08 juta telah diperuntukkan
oleh PAAB kepada SAINS bagi pembangunan aset air di Negeri
Sembilan bagi tahun 2009 hingga 2015 bagi kerja-kerja naik taraf
loji rawatan air, penggantian paip lama, program pengurangan
air tidak berhasil dan sebagainya. Perlaksanaan kerja-kerja
pembangunan prasarana air ini dijangka akan membantu
SAINS dalam usaha penambahbaikan kualiti perkhidmatan
diseluruh Negeri Sembilan.
Penstrukturan semula industri perkhidmatan air di Negeri
Sembilan telah dirancang dan dilaksanakan dengan teliti
bertujuan untuk meningkatkan mutu bekalan air sejajar dengan
pembangunan berterusan di negeri ini. Sebagai operator air
di Negeri Sembilan, SAINS akan terus melaksanakan program
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
penambahbaikan perkhidmatan, terutama di kawasan-kawasan
yang masih mengalami isu-isu berkaitan bekalan air. Kejayaan
SAINS bertahan meneruskan operasi perkhidmatan bekalan air
bagi tahun 2009 hingga 2014 tanpa sebarang peningkatan pada
tarif air adalah satu pencapaian yang amat membanggakan.
SAINS akan terus berusaha untuk meningkatkan efisensi
operasi dan mengurangkan Kadar Air Tidak Berhasil ke paras
yang setanding dengan kadar kebangsaan.
SAINS kini sudah boleh menarik nafas lega yang mana mampu
mencatatkan keuntungan berganda pada tahun 2015 selepas
diberikan kelulusan kenaikkan tarif air berkuatkuasa pada I Mei
2015 yang mana sebelum ini pelbagai onak duri dilalui SAINS
dalam meneruskan operasi perkhidmatannya.
Pelbagai kemajuan, penambahbaikan dan pencapaian telah
direkodkan sejak 2009 hingga 2015 seperti:
•
Liputan kawasan bekalan Air di Negeri Sembilan bagi
kawasan luar Bandar 99.98% dan Bandar telah mencapai
100%.
•
Bekalan air terawat yang mematuhi piawaian Kualiti Air
Kebangsaan yang ditetapkan oleh Kementerian Kesihatan
Malaysia.
•
Pengurangan kadar Air Tidak Berhasil (Non-Revenue Water
– NRW) ke 34.8% pada tahun 2015 berbanding 53% pada
awal 2009.
•
Peningkatan hasil yang dibilkan kepada tahap purata
RM20.6 juta sebulan pada tahun 2015 berbanding RM 10.8
juta sebulan pada tahun 2009.
•
Peningkatan kecekapan kutipan bil pada tahap 99.5% pada
tahun 2015 berbanding 88% pada tahun 2009.
•
Mencatatkan keuntungan selepas cukai sebanyak RM4 juta
pada tahun 2015 berbanding RM1 juta pada tahun 2010.
•
Pembayaran caj air mentah sebanyak RM16.6 juta kepada
Kerajaan Negeri merupakan sabahagian daripada RM82.5
juta jumlah yang dikenakan oleh Kerajaan Negeri dari
tahun 2009 sehingga 2015.
PEMBANGUNAN BERTERUSAN
Strategi penambahbaikan perkhidmatan SAINS memberi
penumpuan khusus terhadap peningkatan kawasan liputan,
pembekalan air berkualiti, pengurangan gangguan bekalan
air, program pembangunan infrastruktur dan penggantian
paip lama serta peningkatan mutu khidmat pelanggan,
pengurangan NRW, peningkatan kecekapan pengebilan dan
kutipan serta peningkatan kecekapan proses dalaman dan
pengurangan kos operasi.
Memenuhi Permintaan Bekalan Air
SAINS membekalkan 751,859m³ sehari melalui 23 buah loji
rawatan air kepada hampir 396,656 akaun berdaftar dan
permintaan terhadap bekalan air dijangka terus meningkat
selaras dengan pembangunan di Negeri Sembilan.
Program penggantian paip dan penambahbaikan bekalan
Semenjak tahun 2009-2015, sejumlah lebih RM248.4 juta
telah dibelanjakan bagi program penggantian paip dan
penambahbaikan bekalan. Keseluruhan panjang paip di Negeri
Sembilan adalah 8,463.72km
Pembekalan Air Berkualiti
Dalam usaha memastikan pematuhan berterusan terhadap
kualiti air yang dibekalkan, pihak SAINS telah mencatatkan
pencapaian lebih 99% pematuhan bagi setiap parameter yang
telah ditetapkan oleh Kementerian Kesihatan Malaysian kecuali
Aluminium di mana langkah-langkah penambahbaikan sedang
dilaksanakan.
Peningkatan Mutu Khidmat Pelanggan
SAINS sentiasa berusaha untuk memuaskan hati semua
pelanggan melalui penambahbaikan mutu perkhidmatan
bekalan air serta peningkatan mutu khidmat pelanggan yang
diberikan melalui kaedah dan saluran komunikasi aduan seperti
talian bebas tol 24 jam 1-800-88-6982, sistem pesanan ringkas
SMS ditalian 06-6033500, laman web rasmi www.sainswater.
com, facebook, twitter dan email aduan@sainswater.com/icu@
sainswater.com.
Pengebilan dan kecekapan kutipan
Unit Pengebilan adalah unit yang bertanggungjawab penuh
untuk menjana hasil serta memastikan pendapatan syarikat
pada tahap yang optimum. Pencapaian memberangsangkan
ini adalah disebabkan penambahbaikan sistem pembacaan
meter mengikut bacaan meter sebenar berbanding bacaan
anggaran yang dilakukan sebelumnya.
Beberapa penambahbaikan dari segi pengendalian operasi
harian dan pemantauan penggunaan peralatan ‘handheld‘
yang lasak (‘robust’) dan sistem pembacaan meter yang baru
terus dilaksanakan.
Disamping itu, aktiviti-aktiviti penguatkuasaan bagi akaun-akaun
tertunggak juga telah giat dilaksanakan bagi meningkatkan
kutipan hasil.
Pembangunan Sistem Teknologi Maklumat (ICT) dan
Prosedur Kerja
SAINS telah membuat pelaburan khusus ke arah penggunaan
sistem ICT di dalam setiap aspek operasi dan pentadbiran
syarikat. Pelaburan ini memberi keutamaan kepada kaedahkaedah yang boleh memudahkan pelanggan berurusan
dengan SAINS serta meningkatkan efisiensi operasi.
Dalam usaha memperbaiki tahap kecekapan kakitangan
seramai 1,032 orang dan meningkatkan mutu perkhidmatan
kepada pelanggan, SAINS telah mendapat beberapa persijilan:
MS ISO9001:2008, persijilan ISO27001 bagi Sistem Pengurusan
Keselamatan Maklumat dan ISO17025 bagi Makmal Pusat
Kualiti SAINS daripada pihak SIRIM dan IQ Net (International
Certification Network).
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
7
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
TARIFF SETTING UNDER THE NEW
LICENSING REGIME
By: Licensing and Tariff Division, Market Regulatory Department
Regulatory Reforms
Regulatory reforms of the water services sector in Malaysia
began with the establishment of Suruhanjaya Perkhidmatan
Air Negara (SPAN) in February 2007 to enforce the new Water
Services Industry Act 2006 (WSIA 2006). It underlies the strategic
intent to transform the water services industry into a modern,
dynamic and viable commercial entity that will serve the needs
of Malaysia’s future generations. With the legal and institutional
framework in place as well as having a sustainable funding
mechanism, the last pillar to the reforms is to implement a
transparent, objective and accountable basis of tariff setting to
rectify decades of financial un-sustainability in managing this
precious natural resource.
operators have to rely heavily on subsidy or grant provided
by the government and to a certain extent, this has affected
the service level of the operators. Revenue sufficiency is
an important pre-requisite in achieving full-cost recovery
thereby facilitating financial self sustainability amongst
industry players and improving levels of service.
Tariff setting mechanism
The pricing structure should take into consideration the
objective of ensuring sustainability of water supply including
water conservation and encouraging prudent water demand
management by consumers. SPAN has embarked on
establishing a tariff setting mechanism that is robust, fair and
transparent where information on costs and performance
levels will be disclosed to consumers who will then know
Insufficient revenue affecting performance
what they are paying for and what they are getting in return.
In the span of 32 years from 1983 to 2015, the revenue of the
As part of the implementation of a water tariff setting
water services sector in Malaysia has not shown positive trends
mechanism for the water services industry, the Regulatory
to support a sustainable industry. The tariff revenue collected
Water Accounting (RWA) framework was developed to
by water services operators in most states can hardly cover
enable standardized reporting of accounting information.
operating expenditure, let alone capital expenditure. Water
Development of RWA is based on the key thrust under the
services
businesses
(WSBs)Malaysian are not generating
sufficientindustry reforms and self explanatory water thrust under the water services Malaysian water services industry reforms and self explanatory
casheconomic flow to fund
the replacement and development of their
principles: water economic principles:
water infrastructure assets. Under such circumstances, some
Key
thrustthe under
the swater
services
industry
reform
Key thrust under water ervices industry reform • Maintenance of social capital (water and value to society) • Efficiency and effec_veness Technical Social Consumer Economics • Affordability to pay across all income groups • Need to achieve full cost recovery Water economic principles
1. eUsers
pay principles Water conomic Polluters pay
1. 2. Users pay 3. Current and future equity of water consumption
2.
Polluters pay 4. Full cost recovery
8
3.
4.
Current and future equity of water consumption Full cost recovery S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
The RWA assists SPAN, as the regulator to work with a set of uniform and reliable information B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
The RWA assists SPAN as the regulator to work with a set of uniform and reliable information which allows it to monitor and
evaluate the financial performance of WSBs more effectively and in a consistent manner across the industry. It also forms the basis
of tariff setting and determines whether the WSBs are entitled to increase the water tariff imposed on the Malaysian public. The
relationship between regulatory water accounting and tariff setting mechanism is depicted as follows:
• WIRA* preparaAon on a standardised template • W SBs submit audited WIRA to Regulator • R egulator reviews & c o m p a r e s c o s t s & efficiency posiAon • Exclude non qualifying expenditures from tariff computaAon • Benchmark determined based on market price & efficiency based target at different levels • 4 step process -­‐> idenAfy cost drivers -­‐> set threshold -­‐> costs adjustments -­‐> benchmark worksheets approved by Regulator • A pplying benchmark costs incenAvizes water operators to be more efficient • P r i c i n g m e c h a n i s m allows WSBs to recover benchmark costs • D e t e r m i n e a f a i r , t r a n s p a r e n t a n d consultaAve water tariff Regulatory Water Accounts Benchmark Costs Tariff se9ng * Water Industry Regulatory Accounts
The long term objective underlying the tariff setting mechanism is to ensure the full-cost recovery of the water and sewerage
services industry while ensuring that the consumers are charged with tariffs that are based on fair and qualifying expenditure. The
requirement for WIRA statements to be audited along with the efficiency of the water services businesses is to provide confidence
in the reliability and accuracy of the regulatory accounts reporting and benchmarking. If any subsidy is to be provided, it is
recommended that it be targeted to the less advantaged group to avoid any distortion of efficient allocation of resources.
Tariff setting model
In the short and medium term, the increasing block tariff model is adopted.
•
•
Domestic
Non Domestic
Water bands (m³)
Tariff mechanism
Water bands (m³)
Tariff mechanism
Band 1 (life line for equal access)
OPEX
OPEX + CAPEX
Band 1 (level of equal access by all
trade and commercial activities
OPEX + CAPEX
Band 2
Band 3
OPEX + CAPEX +π +
Enviromental Cost
Band 2
OPEX + CAPEX +π +
Environmental Cost
A systematic water tariff review will be introduced every three years with a one year time lag for tariff setting. The periodic tariff
review is required due to the need to move the tariff to a more sustainable level given the large deficit that WSBs are operating
at present. In the long term, tariff model for domestic and non-domestic
should be based on Uniform Volumetric Charge, where
2 the cost of water services.
users pay a flat rate for
Conclusion
The crux of the reforms is to improve efficiency and effectiveness of the water and sewerage services to consumers while ensuring
full cost recovery by the water services businesses in the long run. Therefore it is essential that such performance efficiency is
measured and reflected in the tariffs. Under the RWA, the water industry regulatory accounts is prepared to separate income/
costs attributable to water services and costs benchmarked at an efficient level. The outputs from the water industry regulatory
accounts and benchmarking process will then serve as inputs for tariff setting. The application of such regulatory information will
ensure tariffs are set based on qualifying and efficient items. The proposed mechanism is envisaged to provide confidence to the
consumers on the objectivity and transparency of tariff setting, increasing and measuring stewardship of management and good
governance to the public and the Regulator.
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
9
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
SEWERAGE WORKS APPROVAL
TRANSFORMATION (S.W.A.T)
“Effectiveness Through Simplicity”
By: Pn. Punita Nook Naidu and Pn. Sim Lee Gaik, Technical Standard and Compliance Division, Sewerage Regulatory Department
One of the prevailing issues faced in the sewerage industry is bureaucratic procedures to obtain approvals. The original intent
of the procedures was meant to improve the quality of infrastructure. However, a study conducted by SPAN showed that the
desire to improve quality through imposing more procedures did not deliver the expected outcome. In fact the procedures that
had been imposed over a period of 15 years, had become so bureaucratic, too complex and heavily input based model. Most of
the requirements and conditions are imposed in knee jerk reaction as and when issues occur and there is rather a serious lack of
enforcement.
SWAT was introduced as an initiative to review procedures and processing mechanisms. It is a long-term strategic plan in line with
provision under Section 45 of the Water Services Industry Act (WSIA) 2006. Numerous minilabs were carried out for participative
and consultative approach engaging various departments, agencies and expert groups. A clear agenda and objective was set in
place in order to achieve a basis that is easily implemented, justifiable and acceptable to approvers, stakeholders and industry
players. The framework established geared towards the outcome as follows:
The three (3) major guiding principles adopted in the transformation initiative as shown in Figure 1 :
Principle 2 Principle 1 •  Activity Should not be mistaken as an achievement •  Lejava's First Law: Government should never ask business for information it already has • Corruption is a Technical Issue: Every interaction between business and Government is an opportunity for corruption. Eliminate every interaction •  Simplicity is Power: Streamline and automate everything. Both control and compliance will increase Principle 3 •  Adopt and adapt good practices •  Risk-­‐based system •  Third party review •  Building codes •  Insurance system •  One Stop Centre (OSC) • Electronic platform/ online services The
rigorous discussions and deliberation produced a unique
risk matrix as shown in Figure 2. Risk matrix is based on different
of systems and works of infrastructures which had been
types
used as a reference instrument in developing mechanism for
various types of infrastructure and works in the sewerage sector.
Hence,
the new business process model was fine tuned and
implemented
strategically in phases kick started with Low Risk.
From the public consultation survey for SWAT Phase I, SPAN
received
positive and encouraging feedback of at least 95% of
the stakeholders supported the initiative.
SWAT Phase 1 was implemented on a trial basis beginning 1
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S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
April 2014. It involves infrastructures categorized under lowrisk namely septic tank, single connection and small sewage
system (SSTS). To facilitate the implementation, The Malaysian
Sewerage Industry Guideline Vol II: Sewerage Works Approval
Procedures (Special Edition-Low Risk) was established. The take
up rate of SWAT Phase I on a voluntary basis was encouraging
with more than 50% of applications using SWAT Phase I
mechanism as of November 2015. The success story paved way
for implementation of SWAT Phase II (Medium and High Risk).
SWAT Phase II involves approval procedures for sewage
treatment plants, network sewers and network pumping
stations. Public Consultation was conducted on 2 February
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
MINI LAB OUTCOME #4
Figure ASSOCIATED
2: Risk Matrix for Sewerage
Works Approval
RISK MATRIX
WITH WORKS
& PROCEDURES
LIST OF WORKS Sewer Pumping stations Sewage Treatment Plant Small Sewage Treatment System Sludge treatment Inspection chambers, Individual/ common piping, Connection Sewer Pumping station Sewage Treatment Plant Small Sewage Treatment System Sludge treatment Pre-­‐treatment Septic tanks Construction 1 2 5 5 1 5 1 2 3 3 1 3 3 1 Alteration 1 2 5 4 1 4 1 2 3 3 1 3 3 1 Disconnection 1 2 4 3 1 N/A 1 2 3 3 1 N/A 2 1 Close up 1 2 3 3 1 3 1 2 3 3 1 3 2 1 Least risk : Very low impact, confined and localized harm/threat 1 Slight risk : Low impact, limited spread of harm/threat 2 Note : Risk Scoring (at scale of 1 to 5 ) PRIVATE Connection PUBLIC SEWERAGE INFRASTRUCTURE 3 Moderate risk : Reasonably impactful, harm/threat extended beyond localize limit 4 High risk : High impact, wide spread harm/threat 5 Very high risk : Very high impact, wide spread harm/threat and difficult to manage 2016 with a heartwarming crowd of approximately 250
participants. SWAT Phase II proposes only 3 submission stages
namely Sewerage Works Application (SWA), Sewerage Works
Inspection (SWI) and Sewerage Works Completion (SWC). The
summary of SWAT Phase II Procedures proposal is as shown in
the Table 1 below.
By adopting the output based procedures, the industry is
expected to reap the following benefits:
Eliminates Table
1: Proposed sewerage works approval Mechanism for
SWAT Phase II
Reduces •  Unnecessary procedure with no posiLve impact •  RepeLLve submission of documents •  ConservaLve regulatory pracLces •  Processing Lme •  Unnecessary work load •  communicaLon that can lead to corrupLon Sewerage Infrastructure Public SWAT Phase II (Procedure) STP Planning checked by CA √ √ √ √ STP NPS NWS √ √ √ Checked by CA √ √ √ Declared by CP √ √ √ √ √ Inspected and declared by CP √ √ √ √ √ √ √ √ T&C by CA & OPS √ √ √ √ √ T&C declared by CP √ √ √ SWA Design SWI √ Private NPS NWS <10k ≥ 10k <400mm ≥ 400mm PE PE dia. dia. N otes
:
b.
•  Accountability of developers, consultants and contractors •  Customers and stakeholders saLsfacLon •  Industry players professionalism Creates •  Risk based approval mechanism •  Good regulatory pracLces •  Opportunity for standardizaLon via technical specificaLon SWC a.
Raises For public STP in compliance with TS approved
3 and endorsed by the
Commission, design declaration by CP for SWA is sufficient.
The Commission or any person authorized by the Commission may
inspect the sewerage work at any time deemed necessary by the
Commission.
The Public Consultation for SWAT Phase II was held for a
month; beginning 2 February 2016. The announcement was
also made online via www.span.gov.my. Stakeholders were
encouraged to participate in the survey to provide relevant
feedback and email to swatphase2@span.gov.my.
SPAN also
4 went on a nationwide tour to reach out to certifying agencies
to obtain greater understanding on the issues and challenges
on the ground in relation to sewerage works approval. Special
sessions were held for representatives from REDHA and IEM as
well as operators.
The feedback of surveys are currently being compiled and
analyzed. Please stay tuned and find out what public says
about the proposal.
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
11
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
STANDARDIZATION OF SEWAGE TREATMENT
PLANT THROUGH DEVELOPMENT OF TECHNICAL
SPECIFICATION
By: Pn. Punita Nook Naidu and Pn. Sim Lee Gaik, Technical Standard and Compliance Division, Sewerage Regulatory Department
One of the strategies to address the quality of the sewerage
infrastructure provided by a private developer or rather lack of
it is through standardization. In this particular case, a technical
document is developed to homogenize the treatment system
in such a way that the system installed any where in the country
by any one will be similar to the nearest possibility. However
in order to allow innovation in the industry, this technical
specification is intended to be implemented on a voluntary
basis.
In line with the standardization efforts, SPAN together with
Indah Water Konsortium (IWK) drafted “Technical Specification
for Sewage Treatment System: Standard Sewage Treatment
Plant, Part 1 - Extended Aeration (150 – 5000 PE)” (SPAN TS
1402:2016). There are four (4) main components in TS 1402:2016
namely:
i.
Technical Requirements
Specifying minimum acceptable requirements by the
industry which encompasses layout planning and design,
construction and installation as well as testing and
commissioning
ii.
Typical drawings
Articulates the depth of details required for the treatment
system and translate the design calculation into
presentation for realization on the ground.
Typical Drawing
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S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
iii. Design calculations
Enunciates minimum design criteria and presented
systematically according to unit processes in Microsoft
Excel format.
iv. Design declaration
Competent person is required to make declaration on
the design parameters especially on tank dimension,
hydraulic profile and mass balance analysis.
The technical specification was jointly developed by
SPAN and IWK. It was published for Public Comments for
a month since 18th December 2015. At the end of public
comment period, a total of 100 comments were received
and compiled. The Technical Working Group for Standard
STP (TWG-Standard STP) formed in 2012 reconvened to
deliberate the comments. TWG-Standard STP comprises
of members from AECCOM, Association of Consulting
Engineers Malaysia (ACEM), IWK and SPAN. The on-going
discussions are expected to further improve and refine
SPAN TS 1402:2016 for smooth implementation. Upon
finalizing the document, it will be presented to the
Commission for approval. TS 1402:2016 is targeted for
implementation in the second quarter of the year upon
approval of the Commission. The document will be made
available online in a user-friendly format for the benefit of
the industry.
To ensure the success of the Scheme to achieve its objective of water conservation, SPAN targeting to move forward in making the SBcheme ULETm
I Nandatory S P A N Bto I La.ll 0p1roduct . 2 0 1 6suppliers by 2018 t
further encourage the development of water efficient products. PROMOTING WATER EFFICIENT
PRODUCTS
THE LABEL
LABELING SCHEME (WEPLS)
TO CONSUMERS
By: Industry Development Division
Water Efficient Products Labeling Scheme (WEPLS) is one of
SPAN’s ongoing endeavours in promoting good practices to
reduce wastage and conserve water. WEPLS was launched
in January 2013 on a voluntary basis for product suppliers
to register and label water efficient products according the
guidelines set by SPAN. It is expected that consumer demand
for water efficient products that use less water will increase in
the near future as the public is becoming increasingly
conscious
of the need to conserve water resources that will contribute to
Various WEPLS labels – Full and simplified version. a greener environment.
A Domestic Water Consumption Study was conducted by FOMCA
By referring on
the Domestic Consumption Study water
which was efficient
conducted by FOMCA and The
Products participating in WEPLS will display a 3 star
water and KeTTHA
water Water saving
by using
product.
KeTTHA started in 2007 till 2010, how much of water saving by using water efficient product efficiency label rating on its packaging (more stars, more findings
of the study is shown in a pie chart below:
can be calculated. The findings of the study is shown in a pie chart below: efficient, more water saving) which serves to inform consumers
of its efficiency rating which will help consumers to make
informed choices when making purchases.
Currently, there are 5 types of WEPLS products which
are registered namely; water closets, washing machines,
showerheads, water taps and urinal. As of March 2016, there
are 16 suppliers (an increase of 6 suppliers comparing to 2014)
with 25 brands comprising of 171 water closets, 51 washing
machines, 15 showerheads and 2 water taps.
As a proactive measure to raise public awareness on the
availability of water efficient products, SPAN has collaborated
with Malaysia Green Technology Corporation (MGTC) in the
“MyHijau Mark” Programme to promote WEPLS. The “MyHijau
Mark” is a recognition programme which will help consumers
identify products, equipment as well as approved service
providers that have been verified by MGTC to meet local and
international environmental standards. Product suppliers who
have registered with WEPLS will be recognized as “MyHijau
Mark” products under this programme. It is part of the Malaysian
Government’s efforts to register green products and service
providers, empowering consumers to make educated and
sustainable purchasing decisions.
Apart from this, SPAN has also actively participated in outreach
programmes organized by MGTC to promote the MyHijau Mark.
This outreach programmes is a platform where SPAN gives talk
to the public in promoting WEPLS.
Continuous efforts will be done towards promoting WEPLS
through engagement with suppliers and public to increase the
participation of the suppliers and raise awareness to the public
on the availability of WEPLS in the market.
To ensure the success of the Scheme meets its objective of water
conservation, SPAN is targeting to move forward in making the
Scheme mandatory to all product suppliers by 2018 to further
encourage the development of water efficient products.
Shower & Bath
Household
Cleaning
BasedBased on on the
some
parameters
whichfrom was
the findings
findings and and
also some parameters which been extracted the extracted
Malaysia Industry Water
Guide (MWIG), the calculation shown (MWIG),
that the water consumption that
can be the
from Water Malaysia
Industry
Guide
it shows
reduce u
p t
o 4
6% a
nd t
he w
ater c
harges c
an b
e s
ave u
p t
o 5
0% m
onthly i
f u
tilizing t
he most water consumption can be reduced up to 46% and water charges
efficient (highest grade) of WEPLS product. The detail of calculation is shown in the Table 1 can be
save up to 50% monthly if the most efficient (highest grade)
below: of WEPLS product is installed. The details are as per Table 1 below:
Table 1: Water Saving (Volume & Charges) by Using WEPLS Product [1] Water Used in Percentage [3]
Water Water Consumption Consumption using WEPLS (m3) (m3) [2]
Water Saving (m3) Shower & Bath (19%) 5.7 3.42 2.28 (40%) Washing Machine (22%) 6.6 3.5 3.10 (47%) Household Cleaning (18%) 5.4 1.67 3.73 (69%) Toilet (26%) 7.8 3.04 4.76 (61%) Leaking (15%) 4.5 4.5 N/A TOTAL 30 16.13 13.87 (46%) [4]
Charges without WEPLS (RM) 16.80 [4] Charges with WEPLS (RM) 8.40 Saving (RM) 8.40 (50%) Notes: Notes:
on Domestic Water Consumption Study by Consumption
FOMCA and KeTTHA Study by FOMCA and KeTTHA
1. [1] Based Based
on Domestic
Water
2. [2] Based Based
onConsumption Averageper Consumption
Connection/
Table
on Average Domestic Connection/ Mper
onth, Domestic
Table 13, Malaysia Water Industry Guide Month,
2015 13, Malaysia Water Industry Guide 2015
[3] Based on the Most Efficient Grade (3 Star), Annex IV, Guidelines for Voluntary Water Efficient Products Labeling 3. Scheme Based
on the Most Efficient Grade (3 Star), Annex IV, Guidelines for
Voluntary Water Efficient Products Labeling Scheme
on National of Domestic Tariff, Table of
27, DDomestic
omestic Tariff, Malaysia Water Industry 27,
Guide Domestic
2015 4. [4] Based Based
onAverage National
Average
Tariff,
Table
Tariff,
Malaysia Water Industry Guide 2015
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
13
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THE IMPORTANCE OF MANAGING
SEWAGE - ENABLING PEOPLE TO LIVE
HEALTHIER LIVES
By: En. Wan Rahibullah bin Hj. Ismail @ Wan Ismail, Majaari Services Sdn. Bhd.
A significant part of the country’s population lacks information
on the importance of waste management. This problem exists
despite the presence of a specialized agency responsible for
solving this problem.
Majaari Services is a subsidiary of the Kumpulan Perbadanan
Menteri Besar Kelantan (PMBK), set up to help manage the
sewerage system in Kelantan. At the end of 2007, the state
government created this company to take over sewerage
management responsibilities from local authorities.
Majaari Services primarily performs desludging services which
is the act of emptying septic tanks. The establishment of two
new acts gazetted under the supervision of the Suruhanjaya
Perkhidmatan Air Negara (SPAN), namely the 2006 Act; Act
655 of the water services industry in 2006. After the Act
came into force, only those who have obtained a permit
from SPAN can perform desludging services. Majaari Services
also acts as a certifying agency responsible for processing
and recommending approvals of any new plans to develop
sewerage systems, sewage treatment plants, pumping stations,
sewerage networks, connection pipes and septic tanks. A team
of professionally trained and skilled individuals is employed to
organize the pipelines which run through the state, as well as
sewage treatment plants and private plants. In addition, Majaari
Services also clears blockages in public sewerage pipes, as well
as private, industrial and commercial properties.
What is meant by sewage management?
Sewage management is an act of maintaining the sewage
system, thus ensuring a clean environment, particularly related
to water resources.
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Among the methods of sewage management is to perform
desludging (emptying septic tanks). The wastewater from
the desludging process will be treated and disposed of in
authorized landfills. Majaari Services uses the AVC system as a
method of sewage disposal.
Sewerage systems which are connected to sewage treatment
plants must be built for the development of a population
of more than 150PE and serves to treat wastewater prior to
discharge. The STP includes Extended Aeration(EA), Hi-kleen
(HK), RBC and SBR, in order to comply with the Environmental
Quality Act 1974.
What is the function of Majaari Servicesas a certifying
agency (CA)?
Majaari Services was appointed as CA by SPAN to process
and recommend approval of any plans to develop sewerage
systems, sewage treatment plants, pumping stations, sewerage
networks, plumbing links and septic tanks. Therefore, all new
development plans must be submitted to Majaari for review
and recommendation of approval, on behalf of SPAN.
The effects of improper sewage management
Septic tanks should be emptied once at least every two to three
years. Failing to do so on a regular basis could potentially cause
sewage to flow into the irrigation system and adversely affect
aquatic life in oceans and rivers.
Additionally, it may cause serious health issues because raw
sewage contains Campylobacter, Cryptosporidium Parvum,
a parasite found in feces-contaminated food and water. This
parasite carries water-borne diseases such as Cholera, Typhoid
and Hepatitis A.
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Head office
Approximately 50% of the Kelantanese population use
groundwater resources to perform daily activities. Therefore,
they are advised to empty their septic tanks regularly so as to
ensure that these water sources remain clean. Failure to do
so will result in future complications of the water treatment
process.
Constraints faced
Normally, when a change is made, a cost is incurred which is not
borne by the developer or the buyer. In some states, centralized
sewage management systems are built into residential areas
and the construction cost is shared collectively.
The WSIA Act by SPAN states that any development of a
residential area consisting of more than 30 houses requires
a centralized sewage system. It may seem like a burden,
but this perception would be greatly reduced if there is a
proper understanding of the situation and the willingness to
collectively bear the cost of maintenance. The campaign “Cakno
Kumbahan Kito” is expected to bring awareness to the public
on the importance of maintaining and managing the sewage
system.
Desludging
Desludging
Most of the residents lack the consciousness of the importance
of maintaining and managing the sewage system, until
something happens that interferes with their daily activities.
Several programmes have been undertaken to raise
public awareness, including sweepstakes, presentations in
government departments and agencies; and even free septic
tank inspections.
Prevention is better than cure. With these ongoing efforts,
particularly the campaign run by Majaari Services, we are
optimistic that public awareness will be increased and that they
will one day realise the importance of managing sewage.
Tanker
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BB U
TANGKI
SIMPANAN AIR –
Penyenggaraan
Tanggungjawab
Siapa?
Oleh: En. Izaidi bin Ahmad, Jabatan Kawal Selia Air
PENGENALAN
PEMBINAAN DAN PEMASANGAN TANGKI
Kita sering melihat tangki-tangki simpanan air (atau biasa juga
disebut kolam-kolam) di merata-rata tempat seperti di atas
bukit, di kawasan perumahan malah di dalam rumah sendiri.
Ramai yang tidak sedar bahawa tangki simpanan air mempunyai
pelbagai fungsi iaitu:
Secara dasarnya, sesuatu tangki simpanan hendaklah dikilang,
dibina, dipasang dan disenggara supaya ianya tidak memberi
kemudaratan ke atas kesihatan pengguna yang meminum
/ mengguna air yang disimpannya atau mengancam
keselamatan pengguna tersebut atau orang awam dari aspek
integriti strukturnya.
Bagi tangki atau kolam simpanan luaran:
1.
2.
3.
Menyimpan air bagi kegunaan pengguna individu
serta pengguna di dalam sesuatu kawasan atau taman
perumahan untuk kegunaan semasa berlakunya gangguan
bekalan air berjadual yang disebabkan oleh kerja-kerja
penyelenggaraan atau gangguan tidak berjadual seperti
paip pecah, henti tugas loji dan lain-lain;
Mengurangkan tekanan di dalam paip bekalan untuk
tujuan-tujuan tertentu;
Meningkatkan tekanan ke sesuatu kawasan melalui sistem
pam yang mengepam air dari tangki sedutan ke tangki
imbangan yang turut bersifat sebagai tangki simpanan.
Bagi tangki simpanan dalaman:
1.
2.
3.
4.
16
Menyimpan air bagi kegunaan semasa bekalan air awam
terputus;
Mengurangkan penggunaan air di pepasangan air
(tap sinki, tap basin, shower, urinal dan lain-lain) yang
disalurkan daripada sesuatu tangki simpanan itu akibat
daripada pengurangan tekanan. Tangki simpanan boleh
dijadikan alat untuk mengawal permintaan air (demand
management tool);
Memberikan serta mengekalkan tekanan yang diperlukan
dalam sistem perpaipan dalaman sesebuah rumah atau
bangunan;
Berfungsi sebagai penahan aliran balik (backflow preventer)
bagi memastikan air yang disimpan atau digunakan dalam
sesebuah rumah atau bangunan tidak mengalir semula ke
sistem bekalan air awam.
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
Terdapat banyak jenis tangki simpanan air yang digunakan di
negara ini. Selaras dengan Akta Industri Perkhidmatan Air 2006,
semua jenis tangki ini perlu mendapat kelulusan daripada
Suruhanjaya Perkhidmatan Air Negara (SPAN). Jenis tangki yang
diluluskan boleh dirujuk serta dimuat turun daripada laman
web SPAN di www.span.gov.my.
Tangki hendaklah dikilang, dibina dan dipasang mengikut
Amalan Kod Kejuruteraan serta Standard Produk tangkitangki berkenaan seperti yang diluluskan oleh SPAN dengan
berpandukan kepada persijilan produk daripada Badan
Persijilan seperti SIRIM dan IKRAM.
Selain itu, Kaedah-Kaedah Industri Perkhidmatan Air (Retikulasi
Air dan Pemasangan Paip) 2014 yang dikuatkuasa oleh SPAN
mulai 1 Februari 2014 telah menggariskan beberapa keperluan
pembinaan dan ciri-ciri keselamatan yang perlu diterapkan
dalam rekabentuk tangki simpanan seperti di bawah.
Keperluan-keperluan ini adalah bertujuan untuk memudahkan
penyelenggaraan serta memanjangkan tempoh usia sesuatu
tangki tersebut.
•
•
•
Tangki simpanan hendaklah tahan kakisan, dilindungi
daripada kemasukan rodensia atau serangga dan
hendaklah selamat bagi penyimpanan air untuk kegunaan
manusia;
Tangki simpanan hendaklah ditutup dengan bahan yang
tahan klorin;
Tangki simpanan tidak boleh ditempatkan di bawah
saluran sanitari;
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Tank cleaning robot
•
•
Tangki simpanan hendaklah ditempatkan di kawasan yang
sesuai dengan akses yang selamat; dan
Tangki simpanan yang dibuat daripada panel konkrit atau
keluli hendaklah dilapik dengan bahan yang sesuai bagi
memudahkan kerja-kerja pembersihan kelak.
PENYENGGARAAN TANGKI – Kenapa diperlukan dan siapa
yang bertanggung jawab?
rumput, membersih longkang dan memastikan pagar
keselamatan tidak boleh dicerobohi.
Siapakah yang dipertanggungjawabkan untuk menyenggara
tangki-tangki simpanan? Secara amnya, tangki-tangki simpanan
air hendaklah disenggara oleh pemilik dan pengguna seperti
dihuraikan di bawah:
a.
Pernahkah kita terfikir kenapa tangki-tangki simpanan perlu
disenggara dengan sempurna dan secara kerap? Sememangnya
penyenggaraan adalah perlu untuk:
1.
2.
3.
Tangki simpanan awam adalah sebahagian daripada
komponen sistem bekalan air awam untuk memastikan
bekalan air kepada pengguna-pengguna secara
berterusan. Tangki-tangki ini disenggara oleh Operator
Air Negeri supaya ianya sentiasa dalam keadaan bersih
serta selamat dan tidak dicerobohi oleh orang-orang yang
tidak bertanggung jawab. Berlaku banyak kes kecurian
pepasangan di kolam memandangkan tangki simpanan
ini kebiasaan terletak di kawasan terpencil.
Memastikan tangki-tangki berfungsi untuk memenuhi
tujuan seperti yang dihasratkan;
Memelihara kualiti air yang disimpan supaya ianya tidak
memudaratkan kesihatan pengguna;
Memastikan tangki simpanan dan struktur sentiasa dalam
keadaan teguh dan selamat dari aspek integriti struktur
serta tidak membahayakan keselamatan pengguna yang
menggunanya dan orang awam yang berada di sekitarnya.
Operator Air Negeri juga bertanggungjawab untuk
mencuci kolam mengikut jadual kekerapan yang tertentu
bagi memelihara kualiti air yang ditakung. Selain daripada
kerja pencucian oleh pekerja, pada masa ini terdapat
teknologi untuk mencuci kolam menggunakan robot.
Melalui penggunaan robot, kerja pencucian boleh
dijalankan tanpa gangguan bekalan air kepada pengguna.
Walau bagaimana pun, kos adalah mahal dan mutu kerja
tidak setanding dengan menggunakan tenaga manusia.
Pada kebiasaannya skop penyenggaraan tangki-tangki meliputi
kerja-kerja:
•
•
•
•
•
•
•
•
Membersih permukaan dalaman dan luaran tangki
simpanan dari lumpur, pasir dan kekotoran;
Memeriksa serta memastikan tiada kebocoran dengan
membaiki dinding atau mengganti panel tangki yang
rosak;
Memastikan integriti struktur tangki seperti membaiki atau
mengganti komponen menara, ties, stays dan lain-lain
komponen tangki;
Menjalankan penyenggaraan preventif (preventive
maintenance) dengan menggantikan panel tanpa
menunggu ianya bocor atau rosak;
Melakukan servis ke atas komponen tangki seperti injapinjap kawalan iaitu ball valve, attitude valve, pressure
reducing valve, sluice valves;
Mengecat permukaan luaran tangki;
Memeriksa keadaan cerun di sekeliling tangki serta
menjalankan pembaikan sekiranya ada;
Memelihara kawasan di dalam tangki iaitu memotong
Tangki simpanan awam
Usaha menyenggara tangki simpanan adalah mencabar
dengan jumlah tangki yang ada di sistem agihan contohnya
jumlah tangki simpanan awam yang ada di negeri Selangor,
Kuala Lumpur dan Putrajaya adalah 1,400 buah manakala
bagi sebuah negeri yang kecil seperti Perlis, jumlah tangki
awam adalah sebanyak 24 buah.
b.
Tangki simpanan premis kerajaan
Tangki-tangki simpanan di premis kerajaan atau di
bangunan kediaman yang dimiliki dan diuruskan oleh
agensi kerajaan seperti Pihak Berkuasa Tempatan atau
Kerajaan Negeri disenggara oleh agensi kerajaan yang
berkenaan.
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
17
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
UNDANG-UNDANG BERHUBUNG KEWAJIPAN
PENYENGGARAAN TANGKI SIMPANAN
Merujuk kepada perenggan di atas, tanggungjawab bagi
menyenggara tangki-tangki simpanan awam, premis
kerajaan, premis persendirian dan rumah-rumah adalah jelas.
Persoalannya hanyalah sama ada ianya dilaksanakan.
Rumput dalam tangki
c.
Tangki bocor
Tangki simpanan bangunan persendirian
Tangki-tangki simpanan di bangunan persendirian seperti
kilang, kompleks pejabat, kompleks perniagaan, hotel dll.
hendaklah disenggarakan oleh pemilik tersebut. Pemilik
mempunyai tanggungjawab dan keperluan tertentu
untuk menyenggara tangki dengan baik bagi memastikan
bekalan air yang berterusan kepada proses kilang, penyewa
kompleks, pelawat dan tetamu.
d. Tangki simpanan bangunan bertingkat seperti
pangsapuri, kondominium dan komuniti berpagar
yang diuruskan oleh Badan Pengurusan (Management
Corporation)
Bagi bangunan bertingkat seperti pangsapuri, apartmen,
kondominium dan komuniti berpagar yang dimiliki ramai,
penghuni-penghuni akan melantik Badan Pengurusan
untuk menyenggarakan harta bersama termasuk tangki
simpanan air. Oleh itu, Badan Pengurusan tersebut
bertanggung jawab memastikan kebersihan serta
keselamatan tangki tersebut. Banyak aduan diterima
bahawa Badan Pengurusan sama ada sengaja atau tidak
sengaja telah tidak menyenggara tangki simpanan dengan
baik dan membiarkan tangki berada dalam keadaan yang
membahayakan kesihatan dan keselamatan penghunipenghuni. Di negeri Selangor dan Wilayah-Wilayah
Persekutuan Kuala Lumpur dan Putrajaya sahaja, terdapat
lebih kurang 2,942 buah tangki simpanan di bangunan
bertingkat dan komuniti berpagar.
e.
Tangki simpanan di rumah-rumah persendirian
Tangki simpanan di rumah-rumah persendirian semestinya
disenggara oleh pemilik atau tuan rumah. Banyak tangki
simpanan di rumah-rumah tidak pernah disenggara
atau tidak disenggara dengan baik. Ramai pengguna
yang masih tidak sedar akan perlunya tangki-tangki
disenggara dan tidak sedar akan tanggung jawab mereka
untuk melakukannya. Penyenggaraan tangki-tangki
dipandang ringan dan hanya diambil perhatian setelah
berlaku sesuatu kejadian yang tidak diingini seperti air
tidak mengalir disebabkan tangki tersumbat, air berbau
disebabkan bangkai tikus atau burung, kebocoran tangki
atau kekotoran disebabkan oleh pemendapan pasir dan
lumpur yang memasuki tangki atau lain-lain kejadian.
18
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
Namun bagi bangunan bertingkat seperti pangsapuri,
kondominium dan komuniti berpagar yang diuruskan
oleh Badan Pengurusan (Management Corporation), tugas
menyenggara tangki simpanan masih dipandang ringan dan
tidak dilakukan seperti aduan-aduan yang banyak diterima oleh
SPAN. Oleh kerana kegagalan menyenggara tangki air memberi
kesan kepada ramai pengguna maka sesuatu tindakan
perundangan perlu digubal bagi memelihara kepentingan
pengguna-pengguna.
•
•
•
•
•
•
Untuk itu, SPAN telah menggubal suatu kaedah yang
dinamakan sebagai Kaedah-Kaedah Industri Perkhidmatan
Air (Penyenggaraan Tangki Simpanan Bersama di Bangunan
Kediaman Bertingkat Tinggi dan Komuniti Berpagar) 2016.
Antara intipati kaedah ini ialah:
Pihak pengurusan hendaklah memeriksa dan menyenggara
tangki simpanan bersama setiap 12 bulan atau bila-bila
masa diarahkan SPAN bagi memastikan tangki simpanan
bersama selamat bagi penyimpanan air untuk digunakan
oleh penduduk dan tiada kebocoran;
Pihak pengurusan hendaklah memastikan bahawa tangki
simpanan bersama hanya boleh diakses oleh orang yang
diberi kebenaran oleh mereka sahaja. Akses ke tangki
simpanan tersebut hendaklah dikunci dengan rapi;
Pihak pengurusan hendaklah memberikan notis yang
mencukupi kepada pengguna sebelum bekalan air ditutup
untuk tujuan pemeriksaan dan penyenggaraan;
Pemeriksaan dan penyenggaraan tangki simpanan
bersama hendaklah dilaksanakan oleh pemegang permit
SPAN;
Pihak pengurusan hendaklah menghentikan bekalan air
sekiranya mendapati air tersebut tidak selamat atau boleh
menimbulkan risiko kesihatan kepada pengguna;
Seperti mana-mana undang subsidairi, hukuman dalam bentuk
denda dan / atau penjara akan dikenakan kepada merekamereka yang disabitkan kesalahan.
Kaedah ini sedang dalam peringkat akhir dan akan
dikuatkuasakan sebaik sahaja ianya diwarta oleh pihak berkuasa.
Adalah diharapkan dengan penguatkuasaan kaedah ini nanti,
tangki-tangki simpanan di bangunan kediaman bertingkat
tinggi dan komuniti berpagar di semua negeri di Semenanjung
Malaysia dan Labuan akan disenggarakan dengan baik dan
sempurna serta dapat menjamin kesihatan dan keselamatan
pengguna. Peraturan seperti ini bukanlah sesuatu yang baru
kerana ianya dilaksanakan di lain-lain negara maju khususnya di
negeri jiran iaitu Singapura.
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
AKTIVITI SPAN (Jan - Mac 2016)
Temubual Ketua Pegawai Eksekutif SPAN Dalam Program ‘The
Nation’, Bernama TV, 20 Januari 2016, Bernama TV Kuala Lumpur
Pameran Sempena Program Jelajah Yahijau Sarawak,
30 Januari 2016, Santubong, Sarawak
Lawatan Delegasi Jabatan Air Negeri Sabah Ke SPAN,
19 Februari 2016, Ibu Pejabat SPAN, Cyberjaya, Selangor
Operasi Penguatkuasaan Cegah Sambungan Haram,
28 Januari 2016, Balakong, Selangor
Majlis Pelancaran Rundingan Awam Sewerage Works Approval
Transformation (SWAT) Fasa II, 2 Februari 2016, Hotel Palm Garden
IOI Resort, Putrajaya
Majlis Makan Malam SPAN Anjuran Kelab Sukan Dan Rekreasi SPAN,
27 Februari 2016, Malaysia Agro Exposition Park Serdang (MAEPS),
Serdang
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
19
B U L E T I N S PA N B I L . 0 1 . 2 0 1 6
w w w .sp an .g o v.m y
WILAYAH UTARA
(CAWANGAN PERAK)
Suruhanjaya Perkhidmatan Air Negara,
Lot 6.3, Tingkat 6, Bangunan KWSP,
Jalan Greentown,
30450 Ipoh,
Perak Darul Ridzuan.
Tel : +605 - 241 3209 / 10
Faks : +605 - 241 3213
WILAYAH UTARA
Suruhanjaya Perkhidmatan Air Negara,
Tingkat 5, Kompleks Sempilai Jaya,
Jalan Sempilai,
13700, Seberang Jaya,
WILAYAH TIMUR
Pulau Pinang.
Suruhanjaya Perkhidmatan Air Negara,
Tel : +604 - 397 0532 / 3
Tingkat 2, Wisma PERKESO,
Faks : +604 - 397 0531
Lot 2467, Jalan Air Jernih,
20200, Kuala Terengganu,
Terengganu Darul Iman.
Tel : +609 - 624 6087 / 78
Faks : +609 - 624 6088
IBU PEJABAT
Aras Bawah & Aras Satu,
Prima Avenue 7, Blok 3510,
Jalan Teknokrat 6, 63000 Cyberjaya,
Selangor Darul Ehsan.
Tel : + 603 - 8317 9333 / 4 / 5
Faks : + 603 - 8317 9336 / 9339
WILAYAH TENGAH
Suruhanjaya Perkhidmatan Air Negara,
Aras Bawah, Prima Avenue 8,
Blok 3508, Jalan Teknokrat 6,
WILAYAH SELATAN
63000 Cyberjaya,
(CAWANGAN MELAKA)
Selangor Darul Ehsan.
Suruhanjaya Perkhidmatan Air Negara,
Tel : +603 - 8317 9456
Lot 4.2 & 4.3, Tingkat 4,
Faks : +603 - 8317 9460
Bangunan Bank Rakyat,
Jalan Hang Tuah,
75300, Melaka
Tel : +606 - 281 6314 / 6559
20
S U R U H A N J AYA P E R K H I D M ATA N A I R N E G A R A
WILAYAH TIMUR
(CAWANGAN PAHANG)
Suruhanjaya Perkhidmatan Air Negara,
Lot 2.01A, Tingkat 2, Bangunan KWSP,
Persiaran KWSP, Bandar Indera Mahkota
25200, Kuantan,
Pahang Darul Makmur.
Tel : +609 - 573 0153 / 2
Faks : +609 - 573 0149
WILAYAH SELATAN
Suruhanjaya Perkhidmatan Air Negara,
Tingkat 22, Menara MSC Cyberport,
No 5, Jalan Bukit Meldrum,
80300, Johor Bahru,
Johor Darul Takzim.
Tel : +607 - 222 5842 / 3
Faks : +607 - 222 5844