STAYING AHEAD OF THE CURVE
PERFORMANCE REPORT 2018 Semenyih Water Treatment Plant WHERE ARE WE?
As at December 2018, we are in the final phase of consolidating the fragmented water services companies in Selangor, Kuala Lumpur and Putrajaya. When we complete the acquisition of Syarikat Pengeluar Air Sungai Selangor Sdn Bhd (SPLASH), Air Selangor will become the single holistic licensee to extract, treat and distribute water for all its customers in the aforementioned service areas. The other five water operators which Air Selangor had acquired were PNSB Water Sdn Bhd (formerly known as Puncak Niaga (M) Sdn Bhd) and Syarikat Bekalan Air Selangor Sdn Bhd (SYABAS) on 15 October 2015, Konsortium ABASS Sdn Bhd (ABASS) on 26 January 2016 and Konsortium Air Selangor Sdn Bhd (KASB) on 11 March 2016. Air Selangor is a special purpose vehicle (SPV) set-up by the Selangor state government to undertake the restructuring of the water industry in Selangor, and to consolidate the industry in order to provide the best possible water service experience to its customers. On 13 September 2019, following the completion of the acquisition of SPLASH on 24 April 2019, Air Selangor became the sole licensee to provide water services in Selangor, Kuala Lumpur and Putrajaya. OUR WATER CYCLE
Air Selangor operates and maintains the entire water services value chain from the reservoirs to distribution of treated water to consumers in Selangor, Kuala Lumpur and Putrajaya. Everyday, 33 water treatment plants supply an average of 4,667 million liters of water to its 8.413 million* consumers.
Dam River Balancing Reservoir Catchment Area
Service Reservoir
Regulated by LUAS Regulated by SPAN
Operated by Air Selangor
Water Treatment Plant Main Trunk Customers
* Forecast by National Statistics Department Malaysia dated December 2018
3 | Air Selangor WHO WE SERVE
Our 33 water treatment plants serve over 8.413 million consumers in Selangor, Putrajaya and Kuala Lumpur. The daily average water consumption per person in our service area is 224 litres.
Hulu Selangor
Sabak Bernam
Hulu Langat
Kuala Selangor
Petaling
Klang/Shah Alam
Kuala Langat Gombak
Federal Territory of Kuala Lumpur Area Selangor, Kuala Lumpur & Putrajaya Sepang
Length of Pipes (km) 28,642
Account Holders Federal Territory 2,334,224 of Putrajaya
Consumption (litre per capita per day) 224*
*as at end 2018
Air Selangor | 4 OUR BOARD & SENIOR MANAGEMENT
To be the best in what we Chairman do, we recognise that it • YAB Tuan Amirudin Bin Shari takes people to complete Board Members the equation. With a Board of • YB Dato’ Mohd Amin Bin Ahmad Ahya strong leadership and a • YB Dato’ Nor Azmie Bin Diron commited team of over Directors • YBhg Dato’ Teo Yen Hua 4,520 employees, we strive • Encik Suhaimi Bin Kamaralzaman towards providing the best customer experience to all.
Chief Executive Officer Internal Director/ Audit Head of Operations Aris Fadzillah Zulkifli Suhaimi Kamaralzaman Head of Department Ir. Abas Abdullah
Finance, Strategy & Business Planning
Kevin Lee Head of Department Human Resources & Production Administration
Raja Ahmad Hidzir Basar Ishak Raja Muhamad Head of Department Customer Head of Department Distribution Relationship & Communication
Kelvin Siew Weng Hoe Abdul Raof Ahmad Head of Department Head of Department Planning Procurement & Capital Works
Izuan Amir Ir. Ainul Azhar Mohamed Isa Mohd Jemoner Information Head of Department Head of Department Technology Customer Billing Services Ravindran Karupiah Head of Department Legal & Yusof Saroji Company Head of Department Secretarial Operational Zaheeda Mohamad Ariff Services Risk Head of Department Management Abdul Karim Endut Head of Department Water Quality Thavendran & Laboratory Loganathan Services Head of Department Zairi Zainuddin Head of Department *as at end 2018
5 | Air Selangor AWARDS & ACCOLADES
We are delighted and proud of our numerous accomplishments over the years. These awards, recognition and accolades are a strong testament to our continuous pursuit of excellence. In 2018, we received numerous certification and awards for the following:
National Occupational Silver Laboratory ISO 9001 (QMS) ISO 22301 (BCMS) Safety and Health Excellence Award Certification Certification Excellence Award 2018 All Water Treatment Plants Both Sungai Labu WTP and 2018 Sungai Semenyih WTP (WTP) with the exception Sungai Selangor Phase of Sg Sireh WTP received 2 WTP received the ISO We received The National laboratory bagged the ISO 9001 (Quality BCMS 22301 (Business Occupational Safety & the prestigious Silver Management System) Continuity Management Health Excellence Award Award after successfully certification. System) certification which awarded by the National maintaining the Institute provides a framework for Council of Occupational Kimia Malaysia Laboratory The certification assures the WTPs to plan, establish, Safety & Health under the Excellence Award for 10 customers that constant implement, operate, water industry sector. The consecutive years. improvement is being monitor, review, maintain Gombak region bagged undertaken to ensure The award certifies and continually improve the award. delivery of better Semenyih WTP Laboratory a Business Continuity performance. as the first WTP laboratory Management System. in the country to receive the award having fulfilled all legislative requirements in the field of health, safety and the environment.
ISO 17025 (Laboratory ISO 14001 (EMS) Overall Champion Fire Accreditation) Certification Emergency Response Certification Team Competition, Sungai Selangor Phase 2 Sungai Selangor Phase 2 WTP received the ISO 14001 Putrajaya Level 2018 WTP Laboratory acquired ISO 18001 (OHSAS) (Environmental Management The Southern Region ISO 17025 (Laboratory Certification System) certification in emerged champion at the Accreditation) certification line with our ambition to Sungai Selangor Phase 2 Fire Emergency Response having put in place minimise adverse effects WTP received the OHSAS Team Competition, Putrajaya standards and processes to the environment be it 18001 Occupational Health Level 2018 Competition, for calibration and testing. changes to the air, water, or and Safety Management organised by the land. This certification is proof Certification which provides Putrajaya Fire and Rescue that our laboratory is a framework to identify, The certification is testament Department. technically proficient and control and decrease that compliance to able to produce precise the risks associated with regulations, policies and and accurate test and health and safety within the environmentally oriented calibration. workplace. requirements are met.
Air Selangor | 6 PERFORMANCE DASHBOARD 2018
This annual Performance Report outlines our key operations, achievements and initiatives in 2018. One of our key focus areas was to reduce our yearly average 99.83% overall water quality non-revenue water (NRW) and we have compliance achieved to reduce it from 31.52% in 2017 to 30.51% by end of 2018. Our focus on leak detection, leak repairs, replacement of aged pipes as well as management of water pressure and monitoring of district metering zones helped in reducing NRW. In 2018, we invested RM441.90 million for capital works projects such as pipe replacement, construction and upgrading of water treatment plants and the distribution systems to improve services and supply capacities. We also opened up our channels of communication with our customers via RM441.90 million short messaging service (SMS) to deliver in capital works investment personalised announcements on water status. We will continue to deliver the best possible experience to our customers as we strive towards becoming the leading operator in the region.
30.51% yearly average non-revenue 13.5 cases water (NRW) rate per 100km burst pipe incidents
115.44km of aged pipes identified for pipe replacement programme
120,488 Air Selangor mobile app downloads
7 | Air Selangor CEO’s REFLECTION
Working Towards a Sustainable Future
As the sole water services provider in the philosophy and is connected directly to state of Selangor, the Federal Territories of individual performance - hence, creating a Kuala Lumpur and Putrajaya, Air Selangor high-performance culture. understands the crucial role it plays in The harmonised rewards structure we providing continuous supply to our 8.413 believe, will eventually satisfy the performers million consumers. whilst motivate the under-performers by STRATEGIC PLANS STREAMLINED reflecting clarity in all portfolio breadth as To meet the growing demand for water and well as ensuring sustainable internal equity. to ensure sustainable water resources and E-BILLING HITCHES supply for all, we formulated 7 Strategic The year also saw us facing some challenges in delivering our strategic priorities for Planning & Initiatives (SPIs) that comprised with rising customer complaints over billing long term resilience. In view of that, we targets in 8 Key Result Areas (KRAs) to issues. We heard our customers out who have outlined our risk management move us forward. These SPIs and KRAs are complained of not receiving their bills framework encompassing strategic, part of our draft 30-year business plan while many other voiced their grouses on operational, compliance and financial risks which we had submitted to our regulator, switching to e-bill. This came by from the to continuously assess our operational the National Water Services Commission roll-out of our new Customer Information challenges. (SPAN). This plan will be finalised after the System (CRIS) which resulted in the award of our license and upon approval, we A Risk Management Committee meets every cessation of spot billing. hope that these set of SPIs and KRAs will quarter to look into the potential impacts to propel forward and help us meet and tackle We had also recorded many high bill the business and address them accordingly the many challenges ahead, particularly complaints on meter reading and data with the right mitigating activities. around growing water demand, mitigating entry. We are happy to note that both issues SUSTAINABILITY EFFORTS issues of water scarcity, raising our reserve were addressed over the course of the As we move forward, we will undertake margins while concurrently driving water year. Naturally, with bills not reaching our various initiatives to gain a stronger foothold conservation efforts. customers, our collection faced hiccups in on being more sustainable. Sustainability of the early months of 2018. Mitigation plans CONTINUOUS IMPROVEMENTS our business and our services will continue have been put into place to tackle this issue. As part of efforts to improve water supply to be our focus in our commitment to to our consumers, in 2018 we spent SUPPLY INTERRUPTIONS become more socially responsible. Come RM441.90 million on Capital Expenditure We were fortunate that in 2018, our 2019, we plan to weave sustainable practices (CAPEX) works. In total, from 2016 to 2018, customers did not face many supply into our operations by establishing a RM1.145 billion has been spent to repair interruptions as we recorded only a handful sustainability framework. and upgrade the water supply system as of major pipe-burst incidents. We are DIGITAL TRANSFORMATION well as improving efficiency of treatment/ cognizant that the unscheduled shutdown We will continue with our innovative ways as distribution and customer service systems. of Sungai Selangor Phase 3 (SSP3) Water we adopt new technologies to transform Treatment Plant and the Pulau Ketam supply WORKFORCE STRENGTHENING digitally. We are putting into place new interruptions were temporary setbacks In ensuring a future-ready organisation, and innovative technologies to not only in our quest to provide continuous water continued leadership intervention and raise operational efficiency but also drive supply to our customers. The scheduled skill-set building programmes in line with costs down. Pilot projects for smart meters, maintenance of SSP3, a third-party managed our Core Values have been developed to pressure transient monitoring, online water water treatment plant, which was completed ensure our employees experience impactful analysers, Production Information System ahead of schedule, took a turn for the worst leadership and development programmes. (Prodis) and fully automated WTP are when the plant’s surge vessel burst upon the Developing future industry experts with among the many digitally driven initiatives resumption of plant operations. specific skills and personalities is critical to undertaken to take the organisation sustain Air Selangor’s performance in the This led to the activation of the Code Red forward. In 2019, we will see more initiatives ever-changing business environment. Emergency Response Plan for SSP3 water introduced to transform Air Selangor into a treatment plant as supply interruption digital water utility. In 2018, we held various training was prolonged. Extensive damage and programmes to elevate our people’s skills FINAL LAP OF RESTRUCTURING complications at site resulted in five days of and competencies. The Malaysian Skills As the year drew to a close, we made water supply interruption to our consumers Certificate presentation to 300 of our positive strides in acquiring Syarikat in six regions. employees held in 2018 is a testament of our Pengeluar Air Sungai Selangor Sdn Bhd efforts to produce competent and quality The other supply interruption faced by (SPLASH), the last water services company workforce in the water supply industry. More our customers in Pulau Ketam was due to to finalise our consolidation as a single of such talent development plans have the sea-bed pipe burst incident caused water services provider in Selangor, Kuala been outlined for 2019. by third party in September 2018. Repair Lumpur and Putrajaya. We hope that in 2019 works took 10 days because the pipe was we will end our restructuring journey and In our effort to build a compelling employee submerged more than 5-metres under the move ahead in our transformative journey to value proposition in July 2018, we had sea-bed with high tide and strong current become the leading water operator in the successfully consolidated the rewards further complicating repair works. region. structure of the various companies that were taken over into a single harmonised MANAGING RISKS structure. The consolidated rewards Identifying, understanding, evaluating Suhaimi Kamaralzaman structure address our overall rewards and responding to risks are fundamental Chief Executive Officer
Air Selangor | 8 STRATEGIC ROADMAP
Moving Towards Becoming a Digital Water Utility
In 2018, as we revised and refined our Strategic Plans outlined the year before and had finalised it in a7 Strategic Plans & Initiatives (SPIs) and 8 Key Result Areas (KRAs). Initiatives are constantly being developed to meet goals and set targets under each SPI. Ir Abas Abdullah The 7 SPIs are: Director/Head of Operations
SPI 1 : Water Forever SPI 2 : Improvement to Asset SPI 3 : Improving SPI 4 : Towards Best Towards a Sustainable Reliability and Resilience Operational Efficiency Customer Service Water Future Towards Resilient Water Digital Utility of the Future Drinkable Water from Tap Future By 2026 & Best Customer Water Forever is about We will continuously work on Service planning water supply for In ensuring uninterrupted improving our operational the future. We will focus water supply to customers, efficiency to deliver our To deliver a positive on ensuring a sustainable our equipment needs best to our customers via customer experience, all water future so that raw to always be in good effective use of resources key business processes, water supply from our working condition through and efficiently managed system and performance rivers and other sources maintenance and upgrading. production, distribution, management will be aligned remains sufficient despite To improve asset reliability finance, asset maintenance with customer expectation climate change and threats and resilience, we will and inventory. Various in mind. of pollution. Water Forever continuously undertake initiatives have been outlined provides a portfolio of rehabilitation, replacement, to implement and improvise options to manage our upgrading of existing assets, processes, tools, systems • Pipe Replacement demand and supply balance ensuring availability of as well a well trained and | 115.44km up to year 2065 by reducing critical spares and standby skilled resources to achieve NRW to 15% by year 2047, equipment and improve operational efficiency. • Reservoir & reducing consumers’ water reservoir storage capacities. Pump House consumption to 180 liter Rehabilitation per capita by 2045 and | 16 Units identifying and developing new water sources. • Water Treatment Plant (WTP | 45 Projects
• Sludge Treatment Facility (STF) SPI 6 : Creating Conducive SPI 7 : Environmental | 12 Projects Working Environment Stewardship World Class Water Service Waste Zero Environment Water Quality Provider Online Analyser We are committed to ensure | 40 Units SPI 5 : NRW Reduction Understanding that a regulatory compliance and NRW Reduction conducive working reduce negative impact to the • Automatic 25% at 2023 | 20% at 2035 | environment has a direct environment. Secondary 15% at 2048 impact on employee Residual management, effluent Chlorination productivity and morale, we High NRW reflects big reuse and low-energy/low- System | 7 Units had undertaken renovation volume of water lost through chemical treatment processes works at our offices to offer leaks, bursts, theft and help us to minimise impact ACHIEVEMENTS WORKS CAPEX 2018 • River Monitoring our employees a healthy and vandalism. As high NRW can on the environment. We will Station (RMS) happy working environment. mean increased operational also implement a sustainable | 7 Units More renovation and costs and lost revenues, we sludge strategy, as well as upgrading works will be • Pressure Transient have targeted to reduce our secure appropriate and safe undertaken in 2019 at various NRW rates 25% by 2023, 20% future uses of sludge. | 500 Units by 2035 and 15% by 2048. regions and sites.
9 | Air Selangor DIGITAL SHIFT & TALENT BUILDING
At the 2018 Management Retreat held be disseminated company-wide through than 600 of our employees received the from 13-15 October 2018, the organisation a Digital Drive Forum. Malaysian Skills Certificate - Recognition unveiled its Digital Strategy, a blueprint for Prior Achievement certification, making to steer the organisation in this Fourth One of the key strategies in the digital Air Selangor the leading water operator in Industrial Revolution (4IR) era. We transformation is developing a Digital the country with the most comprehensive are aware that adopting digital water Working Culture by investing into portfolio of skills-certified employees. technologies is imperative in our quest to technology and talent building. To ensure transform into a digital water utility. present and future organisational success, A list of more comprehensive talent our talent development programmes development programmes have also Our digital transformation initiatives will will be developed and aligned with our been outlined and these programmes include, among others, implementing real- business strategy. will be undertaken throughout 2019 to time monitoring and prediction systems, develop and retain middle management adopting a digital working culture and Our talent sustainability focus kickstarted staff as well as develop and groom empowering customers. In 2019, the in 2017 with the Malaysian Skills Certificate executive level employees to be the digitalisation plans for the company will (SKM) training and by end of 2018, more future leaders of the company.
Air Selangor | 10 OUR ASSETS AT A GLANCE
Dams 7 & Water Treatment Workforce Off-River Storage 2 Plants 33 4,520
Central Service Reservoirs Pump Houses Laboratory 3 1,573 667
Pipeline Water Sampling River Monitoring 28,642km Stations 1,268 Stations (RMS) 7
Operational Online Analyser (HYDRA-Hybrid Automated Secondary Vehicles 1,334 Distribution Water Quality Chlorinator System Real-time Analyser) 40 (ASCS) 7
Note: For the year 2018, the total number of dam under supervision of AIR SELANGOR (asset) are four dams namely (1) Semenyih Dam, (2) Sg. Langat Dam, (3) Klang Gates Dam and (4) Tasik Subang Dam. Sg. Selangor Dam and Sg. Tinggi Dam are under Syarikat Pengeluar Air Sg. Selangor (SPLASH) while Batu Dam is under Department of Irrigation and Drainage (JPS). The total number of Off-River Storage (ORS) is two namely (1) ORS Labu and (2) ORS Semenyih 2.
11 | Air Selangor IMPROVING PERFORMANCE: TACKLING CHALLENGES
SEMENYIH 2 WTP
About Semenyih 2 WTP Semenyih 2 WTP, costing RM177.7 million to build was commissioned in early 2018 with a production capacity of 100 MLD. Semenyih 2 WTP provides relief to the existing Sg Semenyih WTP of which the water supply areas comprise of Petaling, Hulu Langat, Sepang, Kuala Langat. The commissioning of the plant has significantly improved water supply to Hulu Langat via Desa Putra and Terminal Bangi Reservoirs.
Ability to Improve Resilience on Pollution Semenyih 2 WTP extracts raw water from 3 main ponds in Jenderam Hilir. The water from Sg Langat which is high in Ammoniacal Nitrogen, turbidity and other organic or inorganic pollutants are channeled to ponds to allow natural pretreatment by extended retention time. Over time, the pollutants will subside/reduce and the raw water will then be pumped to the treatment plant for further treatment. If Sg Langat is polluted with oil spills or other significant pollutants which will adversely affect the quality of raw water, the specific channel can be closed and isolated so that these pollutants will not be able to enter the pond. The ponds can sustain supply up to 21 days without inflow water from Sg Langat.
Ability to Mitigate Shut Down The Off-River Storage (ORS) has proved to be effective in providing a sustainable supply of raw water to the treatment plant. The assurance of quantity with improved quality from the ORS has tremendously improved service delivery of Air Selangor to the consumers. The enhanced quality of the ORS enables the plant to operate efficiently with lower treatment costs whilst maintaining an excellent track record of treated water quality. The ability to isolate the inflow and still be able to sustain up to 21 days has increased the plant’s resilience and deters the likelihood of plant shutdown due to pollution in the water source.
Advantages of Off River Storage (ORS) • Helps improve raw water quality. • Provides for sustainable raw water supply even during potential episodes of pollution, high turbidity and extreme weather condition. • Significantly reduces chemical consumption at the WTP and with lower levels of process residual.
Air Selangor | 12 WATER QUALITY
To ensure that our treated water is safe 2018 for consumption and complies with the National Drinking Water Quality Standards 155,195 issued by Ministry of Health (MOH) 154,935 Malaysia, we undertake comprehensive 99.83% water monitoring through regular sampling and testing. 2017 In 2018, 155,195 tests were carried out 15 7,9 1 1 and from that 154,935 tests complied to the quality compliance standard, giving 157,447 us a quality compliance of 99.83%. 99.71% We are proud to note that our quality compliance has always been above 99% 2016 and continues to show improvement. 92,666 Our Central Laboratories posess the 91,867 capability of end to end sampling. 99.1% Sampling activities are conducted from the water source at the dam and river, Quality Analysis (Number of tests carried out) and thereafter the WTP and ultimately the Quality Compliance (Number of tests complied) distribution network. Sampling is done at Quality Compliance (%) over 6,000 location points annually.
The laboratories are also equipped with Parameters accreditation for 2017 and 2018 are as follows: advanced systems, namely Inductive Couple Plasma Mass Spectroscopy Sg Semenyih Phase 2 (ICPMS) which detect heavy metal 41 params substances in water and effluent 35 params samples and Gas Chromatography Mass Spectroscopy (GCMS) which is used for Sg Labu quantitative and qualitative analysis for 20 params volatile and semi volatile organic carbon. 16 params Currently, this technology is used for Sg Semenyih analysis of disinfection by product such 31 params as trihalomethanes and pesticide in water as well as trace and identify pollutant 21 params sources. Parameters (params) 2018 2017 IMPROVING PERFORMANCE: TACKLING CHALLENGES PERFORMANCE: TACKLING IMPROVING
13 | Air Selangor IMPROVING PERFORMANCE: TACKLING CHALLENGES Air Selangor | 14 30.51% 31.52% 32.18% NRW % Yearly Average Average % Yearly NRW 2018 2017 2016
in 2017.
Reducing Non-Revenue Water (NRW) (NRW) Water Non-Revenue Reducing us. priority for a high remain will always RM187.80mil over invested we In 2018, programmes reduction on NRW in leak detection as active such reticulation the main pipeline and control, Input Volume System system, pressure, transient of monitoring balancing in water reduction pressure district of establishment areas, overflow reservoir zones, metering reticulation of replacement monitoring, aged pipes, and communication as thwarting as well replacement meter connections. illegal water led have Our continuous initiatives Water Non-Revenue positive to 30.51% of average yearly 2018 (NRW) 31.52% to compared NON-REVENUE WATER NON-REVENUE PIPE BURSTS & LEAKS
The total number of pipe bursts had significantly decreased from5,398 cases in 2017 to 3,871 cases in 2018 due to the various NRW initiatives implemented such as Pressure Transient System and pipe replacement works. In 2018, our Pipe Burst Index stood at 13.5 bursts per 100km of pipeline. Pipe leaks, on the other hand, recorded a rise in 2018 at 104,033 cases compared to 101,776 cases recorded in 2017. This rise was primarily attributed to initiatives such as active searching for new leaks and pipe replacement programmes. On average, about 285 pipe leaks were recorded daily in 2018.
PIPE BURST INDEX 2018
13.5 cases per 100 kilometres 2017
18.93 cases per 100 kilometres 2016
20.5 cases per 100 kilometres
PIPE BURST 2018 3,871 11 2017 5,398 15 2016 5,782 IMPROVING PERFORMANCE: TACKLING CHALLENGES PERFORMANCE: TACKLING IMPROVING 16 Burst pipes per year Burst pipes per day
PIPE LEAKS 2018 104,033 285 2017 101,776 279 2016 79,113 216
Pipe leaks per year Pipe leaks per day
15 | Air Selangor IMPROVING PERFORMANCE: TACKLING CHALLENGES Air Selangor | 16
The aging Asbestos Cement aging Asbestos The
144.5 KM (23 hotspots) 144.5 KM (23 178.55 KM (34 hotspots) 178.55 2016 115.44 KM (29 hotspots) 115.44 2017 2018
pipes were replaced with High Density replaced pipes were Iron (HDPE) and Ductile Polyethylene pressure to resilient more pipes which are changes. and weather in Selangor, pipes length of total The is 28,642 and Putrajaya Lumpur Kuala Mild are pipe materials The kilometres. and Ductile Iron Cement, Asbestos Steel, Chloride. Polyvinyl Plasticised Areas with the highest frequency of of frequency with the highest Areas for as hotspots listed are pipe bursts 2018, In programme. pipe replacement for pipe identified were 29 hotspots replacing for cost The works. replacement RM100.79 was hotspots pipes in these million. PIPE REPLACEMENT PIPE UNDERSTANDING OUR STAKEHOLDERS saw atotal of 120,488 better. By theendof 2018, theapp helping usto serve ourcustomers smartphone application (app), we introduced theAirSelangor line withthecompany’s Digital Drive, transactions undertaken. In2018, in regions) came insecond with509,718 Interactions atcounters (inall10 enquiries. pressure, meter issues andgeneral calls includedenquiriesaboutwater August andOctober 2018. Other months of February, March, June, the activation of several ERPs inthe water supply interruptions dueto (CRIS) implementation aswell ason the Customer Information System enquiries aboutwater billspost to 2017. This was mainlydueto 2018 saw a54% increase compared 2018. The numberof calls received in with over 1.5millioncalls received in the Contact Centre topping thelist to connectwithourcustomers, with We use 11channelsof communication CUSTOMER INTERACTION 17 |AirSelangor • 105 • 303 • 121 Received No. of Mails 2016 2017 2018 No. of Facebook Followers downloads. No. of Whatsapp Group • 24,780 • 35,492 • 78,987
• 80,314 • 93,970 • 137,661 No. of E-mailReceived • 446 • 501 • 501 • Nil • Nil • 120,488 No. of Downloads • 7,377 • 7,859 • 1,616 No. of Fax Received • Nil • 2,714 • 2,026 Followers No. of Instagram • 604,317 • 583,610 • 509,718 Counter Interactions • 5,963 • 16,061 • 40,351 No. of SMSReceived • 1,308,396 • 1,008,764 • 1,553,584 No. of Calls • Nil • 348 • 7,631 Followers No. of Twitter UNDERSTANDING OUR STAKEHOLDERS Programmes Programmes Programmes Programmes Programmes Programmes Air Selangor | 18 RM189.17mil RM187.80mil RM135.68mil NRW Reduction Reduction NRW NRW Reduction Reduction NRW NRW Reduction Reduction NRW WTP Upgrading Works Works WTP Upgrading RM135.77mil WTP Upgrading Works Works WTP Upgrading RM63.64mil 2017 WTP Upgrading Works Works WTP Upgrading RM47.72mil 2018 2016 RM21.19mil RM38.71mil RM3.63mil Asset Management Asset & Replacement RM80.18mil Asset Management Asset & Replacement RM124.82mil & Development Distribution of Upgrading System Asset Management Asset & Replacement RM114.70mil Development & Development Distribution of Upgrading System Development & Development Distribution of Upgrading System
in capital works works million in capital RM441.90
Active leak detection in the main pipeline detection leak Active systems. and reticulation sensors. transient pressure Installing reticulation. Replacing pipes. communication Replacing among others. meters, aged Replacing
With the main objective of improving our improving of the main objective With we our customers, to services supply water invested biggest The 2018. throughout projects million, went RM135.77 totalling investment, works plant upgrading treatment water into - and mainte operations efficient ensure to to supply uninterrupted nance in delivering RM47.72 invested we In 2017, our customers. works. the plant upgrading million into Water Non-Revenue continuously minimise To on spent was million RM187.8 loss, (NRW) among in 2018, programmes reduction NRW into: investments which were • • • • • asset into investments Meanwhile, at was in 2018 management and replacement million. RM114.70 and development into Investments at were system distribution of upgrading million in 2018. RM3.63 CAPITAL WORKS CAPITAL FINANCIAL PERFORMANCE 19 |AirSelangor efficiencies. services, production anddistribution to focus onimprovement incustomer arising from initiatives implemented staffing costs increased to20% of Opex, repair andmaintenance, and compared to 29%in2017. As aproportion and Lease cost hasincreased to 30% reduction andWTPs upgrading, Finance replacements projects in2018 for NRW To fundnew Capex andpipe in 2017. a cost reduction of 3% party operators was reduced resulting in quantity of water purchased from third Semenyih 2water treatment plant, the capacity of water produced from thenew preceding year. With theincreased increased in2018 by 9%from the Total Opex spendingby value has OPERATING EXPENDITURE to 36% to , from 39% in2018
Electricity Maintenance Repair & Electricity Maintenance Repair & Maintenance Repair & Staff Staff Staff Electricity 12% 11% 11% Chemical 8% 8% 4% 8% 4% 7% Chemical Chemical 3% 2% 2% Others 8% 2018 2017 2016 Others Others 4% Finance &Lease Cost Finance &Lease Cost 3% Finance &Lease Cost Water Purchase of Water Purchase of Water Purchase of 30% 29% 31% 39% 39% 36% RISK MANAGEMENT Air Selangor | 20 (EMT) practices with DOE’s Risk Review HSE REVIEW Department’s Conducted a Conducted Environmental Environmental of Production Production of COMPLIANCE formalised HSE formalised established and established ENVIRONMENTAL Management Tools (HSE) risk review and (HSE) risk review readiness to comply to readiness Safety & Environment Safety governance and best and best governance company-wide Health, company-wide regions PLANNING Planning best SUCCESSION covering both covering STORE REVIEW STORE Conducted two Conducted
practices to HRAD to practices separate risk reviews risk reviews separate on Production Stores Stores on Production Proposed Succession Proposed Works MANAGEMENT PROJECT RISK PROJECT Developed and Developed Water Interruption Water RISK INDICATORS for all departments for Rolled-out monthly Rolled-out risk sensors metrics risk sensors (JKT) for Scheduled (JKT) for Assessment template Assessment Works Department and Department Works for Planning and Capital Planning and Capital for the Technical Commitee the Technical rolled-out a Project Risk a Project rolled-out departments
& Distribution & Distribution Pump Houses MONITORING COMPLIANCE rolled-out of a of rolled-out OPERATIONAL OPERATIONAL Developed and Developed Risk Review of the of Risk Review Plan for Production Plan for
Rehabilitation Work of Work Rehabilitation Unused Reservoirs and Reservoirs Unused OPERATIONAL REVIEW OPERATIONAL Compliance Monitoring Monitoring Compliance In 2019, we will work on our sustainability efforts, efforts, on our sustainability will work we In 2019, Section, with up a Sustainability setting by own Sustainability our on defining the focus and the Strategic Goals Development OP1 (2019-2021). for Objectives
The Risk Management Department was established to identify, assess and prepare for any crisis, hazards and other form of risks that risks of form and other hazards crisis, any for and prepare assess identify, to established was Department Risk Management The and objectives. with our operations interfere may key as a supports and risk mitigation, but it also risk identification for only calls plan not Risk Management (ERM) Our Enterprise Risk and quarterly our monthly risk monitoring aided by our operations, of continued sustainability for tool making” “decision 2018. (RMC) throughout Meetings Committee risk engagements: out the following carried had also we that, In addition to MANAGING RISK MANAGING GETTING READY FOR A DIGITAL [R]EVOLUTION “Digital transformation is not about faith in technology. It’s about faith in people”. Pengurusan Air Selangor Sdn Bhd (1082296-U) Head Office, Jalan Pantai Baharu, 59200 Kuala Lumpur 03-2088 5400 03-2088 5449 [email protected]