Overview of Solid Waste Management Lab

OVERVIEW OF SOLID WASTE
MANAGEMENT LAB AND

MARKET CREATION
WORKSTREAM
Presented by :
Puan Khalilulnisha Binti Abu Bakar

Chief Officer
Delivery Management Office
National Solid Waste Department,
Ministry of Urban Wellbeing, Housing and Local Government
Objectives of Solid Waste Management Lab
BACKGROUND
SWM Lab was held between 27 May 17 June 2015

to discuss on a more holistic and effective solid
waste management and public cleansing berkesan
Lab findings were presented to Cabinet members in

November 2015
SWM Lab Open Day was held on 25 February 2016

in Cititel Midvalley
Overarching issues related to Solid
Waste Industry
Framework for Sustainable
Solid Waste Management in
Malaysia
EXPECTED DELIVERABLES
AND OUTCOMES FROM THIS
LAB
Deliverable Description Target by 2020
1. Optimization & Sustained implementation with continuous 100% implementation of mandatory separation
Minimization of Solid Waste improvement in minimizing solid waste being sent at source in states adopting Act 672
(SWM) to landfills 22% of recycling rate to be achieved
Optimization of waste through recovery and
treatment
2. Waste Facilities To develop Sanitary Landfill for final disposal To build 23 Integrated Regional Sanitary Landfill
To identify other facilities required to optimize the with transfer stations network
Solid Waste Management that helps to prolong Safe closure of 17 open dump sited by 2020
the lifespan of landfill Sufficient facilities to support the 40% diversion
of waste from landfill
3. Market Creation Waste-to-wealth focus for identification of viable Fully operational waste flow data gathering:
SWM activities where GoM CAPEX/OPEX intelligence & knowledge on waste-derived
burden can be transitioned/reduced by Private resources by localized generation & demand
Sector Enterprise & Innovation Addressing linkages of feedstock security &
Creation of viable, safely regulated private sector product offtake (via Waste Symbiosis)
SWM industry that generates jobs & GNI Establishment of robust SOP pipeline for Private
Capacity-building of GoM readiness for Sector business proposals; from GoM evaluation
combined legal, business evaluation, policy, through to full commercialized implementation
regulatory & technical expertise
4. Public Cleansing Seek optimal strategy for viable balance of Cost optimization for better value / quality by
Service Level vs Cost across different areas 2020
5. Governance & To create a overall waste governance platform to Streamlining of diverging waste management
Legislation monitor, manage & oversee the development of governance, acts & policies by 2020
the SWM Industry
To review Act 672 and policies & regulations;
restructuring where necessary to optimize
Introducing the Initiatives and Enabling
Projects
1. Optimisation & Minimisation of 2. Waste facilities
Solid Waste
Minimization of solid waste Basic infrastructure sanitary landfill
generation and safe closure of dumpsite
Other related waste optimization nationwide
initiatives Waste treated facilities to support
the waste diversion from landfill
3.Market Creation 4. Public Cleansing
MSW feedstock readiness Review Concession Agreement in
Create vibrant enterprise: 2018
Conducive market structure Carve out of Public Cleansing from Act
Identify viable market initiation 672
projects Strengthen enforcement
5. Governance and Legislation
Governance structure for SWM
Review of Act and Legislations related to SWM
3 Market Creation
Initiatives Owner Key Milestone
Phase 1 : Minimum Viable Product - Develop &

1 JPSPN,SWC Circulate the Catchment Area Needs Statement
MSW Feedstock starting 2015
Readiness ORP
Phase 2 : Preliminary Automation starting 2016
Phase 3 : Ramp-up capacity of CANS platform to deal
Key
2 Create Vibrant JPSPN,SWC with larger
Phase volume,the
1 : Building Dashboard Integration in 2017
Pipeline Commence
Thrust
Enterprise: Conducive ORP, in 2016
Market Structure JPA,EPU, Phase 2 : Automation & Streamlining
MOF commence in 2017
Finalisation of Market Initiation Projects by July 2017
3 JPSPN,SWC
Identify Viable Market Monitoring of Market Initiation Projects on-going
ORP, Data linkage to CANS & Dashboard by Q3 2017
Initiation Projects
MOF, MIDA, Replication of Market Initiation Projects from 2018
onwards
Key 1 JPSPN,
Enablers Facilitation Fund MOF,
Options To Be Determined
EPU
2 JPSPN,
Green Government MOF, To Be Determined
Procurement EPU
3 JPSPN,
SWM Industry Incentives MIDA, To Be Determined
MITI
4
Unlocking Bank
JPSPN To Be Determined
Financing
Key Initiatives under Feedstock Readiness
To unlock recovery value :
OWNER : JPSPN, SWCorp
KPI : Launch of CANS
1. Catchment Area Needs Statement (CANS) TARGET : 1 JAN 2016
Compile & circulate catchment area tonnage diversion needs & current
waste-flow chart. Clarify of this needs data helps leverage on Private
Sector ingenuity in delivering suitable & appropriate proposals for
addressing stated needs; taking over CAPEX/OPEX to reduce GoM
burden.
To avoid delay, this should kick-start with a minimum viable information

phase, adding on secondary useful data as the programme progresses.
The supporting data framework for CANS helps to define parameters of

useful & usable MSW feedstock intelligence; how to account for
appropriateness of business models by locality-specific character (HIRU),,
and any competing, conflicting, or complementary relationships with
industries in close geographic proximity
Key Initiatives to Create Vibrant Enterprise
To create conducive market structure for enterprising
business innovation & market efficiency
OWNER : JPSPN,
SWCorp, JPA, EPU, MOF
2. Commercialization Pipeline, Capacity
KPI : Launch of Pipeline
Building for industry development
TARGET : 1 Jan 2016
Addressing concerns that JPSPN has not been able to respond, evaluate and
approve
private sector proposals in the past; this delivers appropriate setup of capacity to
Facilitate evaluation & approval of private sector entry into SWM.
In addition to an SOP for receiving proposals and a guideline of evaluation criteria

to determine business sustainability: it calls for building up a dedicated industry
Development capacity within JPSPN: skill sets needed will include understanding
policy,
legal contract, and strategic business viability. Tools needed will include:
Mechanism for identification & implementation of business-viable projects, along

with guideline to holistic criteria for evaluation
Fast-track evaluation & implementation of Private Sector Projects geared at

reducing
The long-term GoM burden on SWM CAPEX/OPEX financing, technical expertise &
manpower.
Key initiatives to Identify Viable Market Pilots
Initiatives to build future capacity:
OWNER : JPSPN, SWCorp,
3. Identify Viable Market Initiation Projects MOF, MIDA
KPI : Launch of Market Initiation
TARGET : 1 JULY 2017
To kick-start Market Creation, potential pioneering projects need to be implemented and

tracked as Proof-of-Concept that the proposed market creation strategies work.
Market Initiation Projects proposed are evaluated for business viability using the CANS
and holistic evaluation criteria developed for the Commercialization Pipeline. Once
successful, these can to be later replicated to assist more rapid mobilization towards the
2020 target of 40% diversion from landfills.
Data collected from the operation of these Market Initiation Projects will also enable
target-setting quantity & timeline estimation of how much tonnage diversion can be
projected from private sector involvement.
Market Creation is about activating private
sector initiated waste management, treatment
& recovery; as a sustainable solution to the
unsustainable cost escalation of Solid Waste
Management on Federal Budgets.
Current Barriers : Lacking facilitation to enable Private Sector entry and

participation to assist tonnage diversion from landfills. SWM still viewed as a GoM
infrastructure responsibility rather than a green growth industry (GNI, Jobs &
Investment).
Enabling Solutions : Creation of a channel to facilitate Private Sector involvement &

participation in waste management; in collaboration & support of existing GoM plans.
Critical GoM public service,

Execution of detail facilities plan by JPSPN Fulfil critical Public
ready budget:
Plan & Build with Federal Budgets Service Need
Structuring the
Collaboration
Sanitary Landfill Facilities

Final cost below
Execution detail facilities plan by GoM Benchmark
JPSPN with private sector (PPP)
Lower urgency and/or no Achieve
ready
State the avoidance cost below which COST
budget allocation :
Enable Private Sector Private Sector Innovation can assist AVOIDANCE
(PPP/PFI) & build alternate
capacity
Maturation of
Solid Waste Management
Systems
Types of waste
Municipal Solid
Waste (Household
& Commercial)
Construction &
Demolition
Electrical &
Electronic Waste
(eWaste / WEEE)
Hazardous Toxic
Waste
Bio-medical
(Clinical)
Healthcare
Problem Origination Analysis :
Broken Pipelines Impeding the Viability of WSM Waste-to-Wealth
Industry
Sekian,
terima kasih.

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OVERVIEW OF SOLID WASTE

MANAGEMENT LAB AND

Puan Khalilulnisha Binti Abu Bakar

SWM Lab was held between 27 May 17 June 2015

Lab findings were presented to Cabinet members in

SWM Lab Open Day was held on 25 February 2016

Phase 1 : Minimum Viable Product - Develop &

To avoid delay, this should kick-start with a minimum viable information

The supporting data framework for CANS helps to define parameters of

In addition to an SOP for receiving proposals and a guideline of evaluation criteria

Mechanism for identification & implementation of business-viable projects, along

Fast-track evaluation & implementation of Private Sector Projects geared at

To kick-start Market Creation, potential pioneering projects need to be implemented and

Current Barriers : Lacking facilitation to enable Private Sector entry and

Enabling Solutions : Creation of a channel to facilitate Private Sector involvement &

Critical GoM public service,

Sanitary Landfill Facilities

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