| Edited by : Anang Ma
TANJUNG REDEB – When started strengthening ESG, Batiwakkal Water Company (Perumda Air Minum Batiwakkal) didn’t treat it as a “reporting exercise.” they treated it as a management system—so every improvement in governance, environment, and social impact would translate into better service for customers.
Director of Batiwakkal Water Company (Perumda Air Minum Batiwakkal), Saipul Rahman explained what focused on (ESG in practice) are:
- Governance: clearer KPIs, risk-based planning, stronger internal controls, service accountability, and a culture of performance.
- Environment: operational efficiency (including NRW reduction), better asset management, and continuous improvement through management systems and standard operating discipline.
- Social: customer-centric service, improved responsiveness, wider access, service reliability, and workforce capability building—because water services are ultimately about people.
He said too, what changed (results that matter) are:
- Customer growth: +219% expansion of customer base
- Customer satisfaction: around 96%
- Operational performance: stronger reliability and efficiency, supported by digitalization and structured improvement programs
- Financial resilience: consistent growth (including ~12% annual revenue growth) and stronger diversification (including non-water revenue initiatives)
- Recognition: sustained performance acknowledged through multiple awards (including Top BUMD Awards across recent years)
This journey is ongoing. ESG is not a destination—it’s a discipline. The next chapter is about scaling impact: deeper efficiency, smarter capex prioritization, stronger climate resilience, and even more transparent governance.
If you’re a fellow utility leader working on ESG in public services—what has been your toughest challenge: data, culture, or investment? (*).
