Figure A:
Maturity Process
of IWK Assets
T
he sewerage tariff in
Malaysia has remained
substantially unchanged
for the last 20 years, which
along with other issues, has
resulted in IWK struggling to
balance cost and revenue.
IWK needed to achieve a step
change in performance to
ensure Malaysians will be able
to enjoy a clean and healthy
environment through a proper
and well managed sewerage
system. There is a pride within
IWK’s workforce whereby the
workers do what is required to
get the job done with limited
resources. Unfortunately, most
of this work is hidden and
unseen. People only think about
sewage when something goes
wrong and public perception
is that IWK is inefficient and
ineffective. What they don’t
see are the constraints within
which IWK has to operate. Often
it is due to a lack of visibility,
understanding and the ability to
articulate the problems that are
being faced.
To achieve long term
sustainability of the business,
IWK needed to fundamentally
understand and challenge the
way in which they were operating
as well as the impacts that
external stakeholder decisions
were having on the business.
The management then
decided to implement an Asset
Management System in line with
British Standard BSI PAS55:
2008 As set Management
Guidelines, for the company. In
order to rise to the challenges,
the Asset Management &
Planning Ser vices Section
of IWK convinced IWK’s top
management