| |
| Online Publisher: |
 |
| |
| Contents provided by: |
 |
| |
|
|
In The Beginning
In this present age and modern society, electricity
has become synonymous with the basic necessities of life such as food, water and
shelter. It is very difficult for us to imagine going for a period of time without
the currents of electricity to ease our days and light up our nights.
In Sarawak, public electricity supply came into existence more than eight decades
ago when in 1921, an electrical section was set up in the Public Works Department
to look into this particular aspect for the state. From that small base, the Sarawak
Electricity Supply Company Limited was then formed in 1932. The Company was licensed
to operate public electricity supply throughout Sarawak with exclusive generating
rights. The state government held 51% of the shares while Messrs. United Engineers
Ltd. of Singapore held 49% shares. In September 1953, the state government bought
over all shares held by United Engineers Limited and became the sole owner of
the Sarawak Electricity Supply Company. Since then, the Sarawak Electricity Supply
Company Limited has been operating as a public utility undertaking. Under theSarawak
Electricity Supply Ordinance 1962, the Sarawak Electricity Co. Ltd. was dissolved
and on 1 January 1963, the Sarawak Electricity Supply Corporation (SESCo) was
established.
Thirty years after SESCo’s establishment, the Sarawak Electricity Supply
Ordinance 1962 was amended in 1992 to enable other parties besides the state government
to own shares in the Corporation. On 31 January 1996, the Sarawak Enterprise Corporation
Berhad acquired 45% stake in SESCo to date.
Vision, Mission and Goals
SESCo’s vision is to become a world class utility which is acknowledged as
excellence-driven, results oriented, and customer and community-sensitive.
As SESCo is in the electricity supply business, its mission is to supply electric
power reliably and at the lowest possible cost - for development of the State
and to contribute to the improvement of quality of life of the people of Sarawak.
SESCo has set out several corporate goals to achieve its vision and mission as
follows:
- To supply reliable power at lowest possible cost.
- To provide our customer with value through quality service.
- To provide caring work environment for our people at work and foster openness,
mutual respect and teamwork.
- To be financially viable and maintain a reasonable return on investment.
- To be valued member of the community that we served.
Statutory Functions
Pursuant to Sec 14 (l)(a)-(e) of the SESCo’s Ordinance 1962, the general
functions of the Corporation shall be:
- to manage and work the electrical installations transferred to the Corporation
by this ordinance 1962 and such other installations and apparatus as may be acquired
by the Corporation under the provisions of this Ordinance;
- to establish, manage and work such electrical installations as the Corporation
may deem it expedient to establish;
- to promote and encourage the generation of energy with a view to the economic
development of Sarawak;
- to secure the supply of energy at reasonable prices; and
- to advise on all matters relating to the generation, transmission, distribution
and use of energy.
Electricity Licence
 |
| Visual caliper and resistance checking of Type-V MR on-Load
Tap Changers (OLTCs) used for MV distribution (33/11kV) network |
Pursuant to Section 4(1) of the Electricity Ordinance, SESCo was granted licence
to use, work and operate installation and supply for the use of other person,
energy from such installation. The said licence was consolidated into a Block
Licence on 15 November 1992. The Block Licence basically stipulates that SESCO
has the sole and exclusive right to the following:
i. use, work or operate any installation, and
ii. supply to, or for the use of any person within the licence or area of supply.
The above right applies throughout the geographical areas of the state of Sarawak
except for eight areas that are currently covered by other electricity licence,
e.g., MLNG areas. The duration of the Block Licence is for a period of fifty years
commencing from 15 October 1992.
Power System Development in Sarawak
During the early days, public electricity supply was made available through localized
power generated using diesel engines with a small local distribution network using
11kV and 415V. The first 33kV network was introduced in 1973 in Kuching, and the
first parallel operation of power systems was introduced in 1978. Further progress
in electricity supply was made in the state with the Batang Ai Project in 1984/85
where the first 275kV transmission system became a reality. This 275KV system
was extended to Sibu in 1987/88 to optimise Batang Ai operation and in 1992, the
system was then extended to Bintulu to exploit gas for power generation through
the four fuel strategy.
By 1997, the 275KV system was extended to Miri and this milestone captured about
95% of SESCo’s demand. At this time, only Kapit, Limbang, Lawas, Marudi,
Mukah and a host of other smaller towns and rural settlements are still supplied
by isolated systems. Today, electricity supply has improved by leaps and bounds.
SESCo has increased to 808MW grid installed generation capacity (including 310
MW IFF), transmission lines of 765km-275kV and 135km-132kV, and a consumer base
of 361,545.
In 2002, the energy generation in Sarawak was 3,798GWh provided by 36 power stations
with the maximum demand at 603MW. The sources for the energy generation comes
from hydro (10%), fuel oil (12%), gas (38%), coal (IPP) (16%) and gas (IPP) (24%).
The sales income for SESCo in February 2003 was RM71 million. Revenue was generated
from four main classes – commercial (38%), industrial (30%), domestic (30%)
and street lighting (2%).
At present, the electricity supply in Sarawak is divided into 7 administrative
regions – Western Region (Kuching), Sri Aman Region, Sarikei Region, Central
Region (Sibu, Mukah), Bintulu Region, Northern Region (Miri) and Limbang Region.
Generation Development Plan
In order to anticipate the future demand of electricity
supply in Sarawak, SESCo is embarking on strategic development plans to expand
and increase the energy generation of the state.
The short term plan includes expanding the existing grid baseload coal fireplant
to achieve a regional power balance (2x50MW IFF is under construction), and establishing
small stations with small diesel sets and mini-hydros that are connected to grid
where it is feasible and beneficial.
The medium term plan is to continue expanding the Bintulu Power Station for peaking/
reserve. A total of 200MW of new generation capacity is planned
before the Bakun Hydro Power development.
The long term plan is to utilise the Bakun Hydro Power development or alternative
hydro sources.
Transmission Development Plan
With the projected increase in energy generation in
Sarawak, transmission capacity throughout state will need to be improved as well.
The short and medium term plans in this area are as follows:
- Continue reactive power compensation to increase power transfer capability and
reduce transmission losses of transmission system.
- Provide new bulk supply points or additional transformation capacity
- Extend sub-transmission network, e.g., Kemana to Mukah The long term plan is
to associate with new baseload generators, e.g., the
Bakun Hydo Power development and establishing lines along the coastal line.
There is also the possible interconnection with neighbouring utilities such as
the Borneo Grid Masterplan Study under TBICC, Sarawak - West Kalimantan Inter-connection,
and Brunei, Sabah and Sarawak Interconnection.
 |
 |
| MS ISO 9002 Internal Quality Audit (IQA) in progress at
the control room of the Bintulu Power Station |
Staff Training on Integrated Occupational Health &
Safety and Environmental Management System in Kuching |
Human Resource
SESCo presently employs 2,023 staff with 12% in the managerial & professional
level, 38% in the Technical Support level and 40% in the Clerical Support level.
The Corporation places great importance on human resource development and management.
Thus, there is strategic emphasis on the
following:
1. Maximising the utilisation of the human resources through correct deployment
of employees according to their skills.
2. Skills development and retaining of skilled employees.
3. Providing ample opportunities for employees of all levels to enhance their
skills and competencies through training.
4. Providing ample opportunities for employees at all levels to advance in their
careers.
5. Caring policies for employees welfare and recreation
6. Maintaining a progressive workforce with a high sense of belonging and high
productivity level.
7. Providing a conducive working environment for the employees.
Customer Service and Asset Management
According to the Chief Executive Officer, Mr. Roger
Wong, SESCo plays a critical role in the development of the state. The Corporation
is responsible
for improving the living standards of the people. Therefore, there is the need
to ensure it is successful in playing its role.
SESCo started with a small base and very basic technology but after 20- 30 years,
it has now managed to achieve a low debt-to-equity ratio due to its good management.
As the newly appointed CEO, his main concern is the long term viability of SESCo
so that the state could continue to receive good
electricity supply at reasonable rates.
The first focus of SESCo is on good progress customer service and customers satisfaction
is a priority.
The second focus is on good management. SESCo has a fixed asset of RM4.104 billion
in 2002 which need to be looked after, properly managed and timed such that it
receives better returns which in turn would keep the cost of electricity down.
A proper organisational structure is in the process of being implemented whereby
the main focus is on customer care and asset management. The restructuring exercise
will serve to propel a proper sense of ownership and a positive change in work
culture and mindset.
The new structure of SESCo will include a Customer Care Division where experts
will be placed to take care of and plan strategic customer care programme and
initiatives. Customers with special requirements could then be properly attended
to in the long run. In addition, a fully manned, 10-hour,
call centre will be established during office hours where a skeleton staff will
be available to handle emergency calls.
The ultimate aim is to treat the customers as persons. There will be regular customer
surveys conducted to gather feedback on the quality and level of services SESCo
is providing.
Public awareness campaigns are in the future workings where the public could be
educated on different aspects of electricity supply, e.g., possible causes of
power outages that could be due to cables and equipments exposed to weather, vandalism
or obstruction from vegetation.
Besides providing electricity supply to the public, SESCo also assist by contributing
to the community in various ways – connecting remote areas despite
higher costs involved, working closely with educational institution as its sees
education as an important part of the state’s development, and providing
training for staff as well as electricians from the private sectors. In addition,
SESCo frequently donates to charitable organisations.
The CEO would like SESCo to be seen as a model statutory body and utility company
in the state, and his hopes is for the staff to be excited about the bright future
of SESCo. More details on SESCo can be found in its website www.sesco.com.my
|
|
|
