land public transport

TOUCHING LIVES CONNECTING COMMUNITIESLAND PUBLIC TRANSPORT TRANSFORMATION JOURNEY 2010-2015

LAND PUBLIC TRANSPORT TRANSFORMATION JOURNEY 2010-2015

id

CONTENT

THE evolution of

ii The Evolution of Land Public Transport

1 BECOMING WORLD-CLASS: TOWARDS A SUSTAINABLE AND PROGRESSIVE LAND PUBLIC TRANSPORT ECOSYSTEM FOR MALAYSIA

Foreword by the Prime Minister

3 TOWARDS GREATER CONNECTIVITY, EFFICIENCY AND RELIABILITY FOR RAKYAT-FOCUSED LAND PUBLIC TRANSPORT

Message from the Chairman 5 DELIVERING LAND PUBLIC TRANSPORT TRANSFORMATION: THE INITIAL FIVE YEARS CEO’s Review 8 THE INCEPTION OF SURUHANJAYA PENGANGKUTAN AWAM DARAT LAND PUBLIC TRANSPORT TRANSFORMATION 2010-2015 11 Setting Land Public Transport Transformation in Motion

23 Developing Safe, Relevant and Reliable Bus Services

41 Railing Up: Strengthening the Mass Transit Backbone

59 Raising Standards of the Taxi Industry

69 Improving Freight Transportation

75 Ensuring Quality Transportation for the Tourism Industry

83 Enabling Seamless Commuter Experiences with Integration

97 Enforcing Land Public Transport Laws

103 Connectivity and Convenience: Imagining the Future Commute

109 Greater Kuala Lumpur/ Klang Valley Integrated Transit Map

110 Peninsular Malaysia Rail Network Map FEATURE ARTICLES

19 On the Right Track towards Improving Public Transport Modal Share

21 Ushering in Malaysia’s Golden Age of Public Transportation

37 Improving Land Public Transport in Iskandar Malaysia

39 Enhancing NCER’s Land Public Transport Landscape to Spur Economic Activity

55 MRT at the Forefront of Land Public Transport Transformation

57 ECRL to Catalyse Socioeconomic Development in the ECER

67 Taxi Industry Transformation: A Work in Progress to Win Back Public Confidence

79 A Game-Changer in Transforming KL-Singapore Travel

81 KTMB Making Rail the Preferred Mode of Land Public Transport

91 Prasarana Driving the Future of Land Public Transport in Malaysia

93 Terminals and Bus Operators Transforming Bus Travel

1 Jun - KTM Komuter Services were extended from Rawang to Tanjung

Malim

Oct- Urban Public Transportation Lab

facilitated by PEMANDU was held to determine the way forward in improving

public transport in the Greater Kuala Lumpur/

Klang Valley region

Operation of first Taxi Services

16 Dec - Star LRT Phase 1 began operations

1 Jun - The first railway line in Malaya between Taiping & Port Weld was officially opened by Sir Hugh Low

Mini Bus - “The Most Popular Public Transport” started operation in Greater KL & Klang Valley under the Ministry of Transportation

Opening of Hentian Pudu in KL, the first Intercity Bus Station by former Prime Minister, Tun Hussein Onn

Aug - The first KTM Komuter train began operations between KL & Rawang

15 Feb - Projek Usahasama Transit Ringan Automatik

Sdn Bhd (Putra LRT) was incorporated

30 Aug - Work on Star & Putra LRT officially

commenced

The West Coast Line completed & opened

between Prai & Johor Bahru

prai

johor bahru

The first stretch of the East Coast Line was opened between Gemas & Bahau

KL Hop-On Hop-Off Bus was launched, serving KL

areas, particularly historical & tourist locations

RapidPenangwas introduced

Hentian Bas Pasar Rakyat was established

to cater to the increase in intercity buses and ease

traffic in Puduraya

Nov - Rapid KL took over Star LRT & Putra LRT

Aug - KL Monorailbegan operations

1 Jul - Touch ‘n Go accepted on KTM Komuter network as electronic farecards

Jul - Putra LRT & Star LRT were renamed as Kelana Jaya Line & Ampang & Sri Petaling Line respectively

Terminal Amanjaya (Ipoh) was established as the first private integrated trans-portation terminal, trans-portation hub and shopping complex in Malaysia

28 Jan - Urban Public Transport NKRA was announced under the GTP placing increased focus on improving land public transport industry and working towards increasing modal share of public transportation to 40% by 2030

Aug - Electronic TrainServices (ETS) were launched, serving commuters from Ipoh to Seremban

28 Apr - Women-only coaches introduced for KTM Komuter

rawang

tanjung malim

First two service lines for GoKL City Bus started operations

RapidKuantan bus service was introduced

TR1MA was launched by the Prime Minster during the Perhimpunan Teksi Rakyat 1 Malaysia

Park and Ride Facilities constructed at 8 KTM stations

First Land Public Transportation (LPT) Symposium was held for all stakeholders & industry players

ISBSF was launched by the Government to maintain unprofitable stage bus routes

ERL extended to the newly opened KLIA2

2 Jun - Bus Rapid Transit (BRT) Sunway was launched as the first BRT service in Malaysia

Performance Monitoring Hub System project commenced

Putra Bus Terminal closed down. Operations were moved to TBS

GoKL City Bus routes expanded to include 2 more lines - red and blue

Park and Ride Facilitiesconstructed at Ampang LRT station

School Bus fare liberalisation was introduced. Became effective in 2015

Aug - LRT 3 project spanning 37km with 26 stations from Bandar Utama to Klang announced

Sept - Groundbreaking ceremony for MRT Sungai Buloh–Serdang–Putrajaya (SSP) Line (MRT 2) which will cover 52.2km with 37 stations

Aug - Taxi Industry Transformation Programme approved by Cabinet

SPAD Academy provides courses related to public transport industry & will give accredition to public transport operators & enhance level of service & quality for the nation

The Ampang Line Extension Project saw the launch of 11 new stations starting from Sri Petaling and ending at Putra Heights

June - Kelana Jaya Line Extension was opened with 13 new stations from Kelana Jaya to Putra Heights

Klang Valley Mass Rapid Transit (MRT1) Sg. Buloh

to Kajang will be ready in July 2017

Integrated Common Payment System (ICPS)

is slated to be launched

sg. buloh

kajang

High Speed RailSouth East Asia’s first ever

high-speed rail will bring travel time from Kuala

Lumpur to Singapore to just 90 minutes

Completion ofEast Coast Rail Line (ECRL)

MRT2 Sungai Buloh- Serdang-Putrajaya,

to benefit 2 million residents

LRT3 Bandar Utama, Damansara-Johan Setia, Klang, to benefit 2 million

residents

Proposed MRT Line 3 (Circle Line) Project

(currently undergoing Feasibility Study)

Bus Rapid Transit (BRT) KL-KLANG

Bus Rapid Transit (BRT) Kota Kinabalu

kuala lumpur

klang

1885

1909 1909 1994 1996

1910 1976 1995

16 Apr - KL Sentral was opened, replacing the

old KL railway station as the city’s main intercity

railway station

2001

2004

2003 2007 2009 2017

2018

2020 & beyond

NGV Operated taxiswere introduced

1997 2002 2005 2008 2012 2014 2016

1 Jun - Malaysia’s first underground railway Putra LRT Phase 2 from Pasar Seni to Terminal Putra commenced operations

pasar seni

terminal putra

1999

1 Sept - Phase 1 of Putra LRT commenced operations

between Subang Depot & Pasar Seni

Bas Mini ceased operations & replaced by

Intrakota Sdn Bhd

Syarikat Prasarana Negara Berhad (SPNB)

formed to restructure Malaysia’s land public

transportation system

1998

14 Apr - KLIA Express began operations, operated by Express Rail Link Sdn Bhd

1 Jun - KLIA Transit was launched, serving 3 additional stations between KL Sentral & KLIA

1 Sept - Putra LRT & Star LRT operations were taken over by Prasarana Bhd, & were renamed as Putraline & Starline, respectively

2010

First Integrated Ticketing System for both Kelana

Jaya Line & Ampang Line

14 May - KTM Komuter Extension: Rawang - Seremban route was

extended to Senawang & Sg. Gadut

SPAD ICOP-SHE commenced first session

of safety awareness programme for bus

operators

June - SPAD was established as the regulatory body and

central planning authority for Malaysia’s land

public transport

Terminal Bersepadu Selatan (TBS) was opened

July - MRT groundbreaking and launch

2011

seremban

sg. Gadut

senawang

Rapid Bus Sdn Bhd was formed to manage & operate

RapidKL, RapidPenang & RapidKuantan bus networks

Oct - first safety audit on bus operators by SPAD ICOP-

SHE team

School Bus Replacement Scheme was launched to

improve quality & services of school buses

School Children Insurance Coverage Scheme was

introduced

Mar - TEKS1M was launched by Prime

Minister & 1,000 individual taxi licences were issued

Apr - TR1MA 2.0 was launched with issuance of

tyre replacement vouchers to taxi drivers

16 Oct - National Land Public Transport Master

Plan was approved in Parliament

mySPAD mobile app launched

38 new 6-car setswere added to the

KTM Komuter service

Park and Ride Facilities constructed at 4 LRT stations &

2 additional KTM stations

National Land Public Transport Master Plan

(NLPTMP) was approvedby Cabinet

2013

8 Apr - MeterOn App was launched as an additional avenue to recognise good

drivers & report poor service

Apr - myHSR Corp established to oversee

Kuala Lumpur-Singapore High Speed Rail project

ETS line was extendedfrom Butterworth to

Padang Besar

MyBAS: a Government - funded Stage Bus Service

was introduced for rollout in five cities

Bus Stop Information Panels upgrade

in bus stops around KL &Klang Valley

Dec - Taxi Transformation Lab was organised by

SPAD to seek solutions to problems weighing down

the taxi industry

2015

First Training Programme for TEKS1M Drivers

Monorail Fleet Expansion saw introduction of new 4-car train sets

teks1m


21

BECOMINGWORLD-CLASS:TOWARDS A SUSTAINABLEAND PROGRESSIVELAND PUBLIC TRANSPORT ECOSYSTEM FOR MALAYSIA

Malaysia’s land public transport system has recorded significant progress since the opening of our very first railway line in 1885. Today, over a hundred years later, our railways traverse urban and suburban landscapes, serving millions of commuters annually, even as we seal the deal to begin constructing the Kuala Lumpur - Singapore High Speed Rail that will connect both cities in under 90 minutes once completed. We are undoubtedly standing on the brink of a new era of connectivity and mobility in this country.

This improvement, which is being felt across the nation, could not have transpired had we held back from tackling some deeply introspective questions before embarking on Malaysia’s National Transformation Programme (NTP) such as: Where does Malaysia stand compared to other developed countries? Where is the global economy headed and how do we maintain our relevance and competitiveness in a constantly demanding status quo?

We took note of social imperatives in a constant state of flux: there is a need to cope with the challenges of increasing urbanisation.

For Malaysia to join the big leagues, we needed game-changers. To attain high-income status by 2020, Government delivery had to be revamped and the private sector had to be activated as the main driver for sustainable and inclusive economic growth. This led to the Government identifying key areas for reforms under the NTP.

I have always believed that better public transport is a critical precursor for socioeconomic growth, particularly in enabling improved quality of life, increased productivity, investments and the creation of more high-value jobs for citizens.

These considerations led to Urban Public Transport being identified as a National Key Result Area in 2010 under the NTP’s Government Transformation Programme (GTP).

This was followed by the establishment of the Land Public Transport Commission (Suruhanjaya Pengangkutan Awam Darat, or SPAD) on 3 June 2010 and as a consequence, the establishment of the National Land Public Transport Master Plan in 2013. The Master Plan represents a comprehensive 20-year strategy to achieve the Government’s goal of making public transport the rakyat’s choice for mobility by 2030. As the national land public transport regulator, SPAD was tasked with leading the implementation of the Master Plan.

I am pleased to note that in tandem with the significant strides achieved mid-way through the NTP, our land public transport system transformation has also recorded commendable progress. Apart from the rapid developments seen in our rail sector - which forms the backbone of our land public transport - the Government is fully behind bus service transformation to ensure operator sustainability so that all underserved areas, down to the furthest village, will be served, and that commuters will have access to safe and reliable services. A massive revamp is also underway with the Taxi Industry Transformation Programme that has been designed to put Malaysian taxis on par with cab services seen in the world’s leading cities.

Enhancing land public transport in Malaysia has been one of the Government’s most meaningful and transformative agendas given its impact in delivering better commutes for citizens.

The people of Malaysia have the assurance of our continued commitment to address the nation’s public transport needs through holistic and inclusive solutions, be it in urban or rural areas, to ensure our land public transport system continues to be relevant to our people and is up to par with standards of developed nations. At this juncture, I call on the public to continue supporting SPAD in its delivery of a land public transport network which enhances economic growth and quality of life.

I would like to take this opportunity to commend SPAD for its efforts in shaping a world-class land public transport system for our country as well as for its contributions in furthering the national transformation plan. While there remains much to be done in achieving the goals of the National Land Public Transport Master Plan, I am confident that all Malaysians will be able to enjoy affordable, safe and reliable public transport over the years to come.

YAB DATO’ SRI MOHD NAJIB TUN HJ ABDUL RAZAKPRIME MINISTER OF MALAYSIA

land public transport“I have always believed that better public transport is a critical precursor for socioeconomic growth, particularly in enabling improved quality of life, increased productivity, investments and the creation of more high-value jobs for citizens.”


43

TOWARDS GREATER CONNECTIVITY,EFFICIENCY AND RELIABILITY FORRAKYAT-FOCUSED LAND PUBLIC TRANSPORT

Suruhanjaya Pengangkutan Awam Darat (SPAD, or the Land Public Transport Commission) was established in 2010 to bring greater focus and discipline of action in implementing the vision for a vastly improved public transport system under the Government’s national transformation agenda. Seen as one of the key enablers to support the nation’s push towards high-income status by 2020, SPAD was fully aware of Malaysia’s need of the hour for public transport – an efficient and reliable network that can quickly adapt to the challenges of a nation in transition, heading towards a more sustainable future with inclusive benefits for all its citizens.

Despite complexities that position land public transport as an area with substantial public interest cutting across various departments and agencies, we have recorded solid progress since inception in 2010. Various reforms to strengthen land public transport have been introduced while overseeing the intense workload of implementing massive infrastructure projects designed to improve public transport connectivity while keeping it accessible to rakyat from all walks of life.

The Commission has been able to effect these changes because we have taken a fundamentally different approach to public transport planning via the implementation of the National Land Public Transport Master Plan (NLPTMP) introduced in 2013, to spell out the overall structure of our public transport network. The Government’s target under the NLPTMP is ambitious—to have a 40% modal share for public transport in Peninsular Malaysia by 2030. The reasons underlying this target are self-evident: public transport use reduces traffic congestion, increases productivity and is more environmentally sustainable. It is impossible for us to achieve this target without a structured plan in place and without a lead agency such as SPAD.

SPAD AS A LAND PUBLIC TRANSPORT PLANNER

The establishment of SPAD allowed for the existence of a central planning authority to scrutinise and study proposals for public transport projects to ensure feasibility and relevance to the NLPTMP, which is aligned with national policies. The lack of a lead agency to streamline and coordinate public transport planning prior to the formation of SPAD meant that projects were carried out on a piecemeal basis, often lacking foresight on long-term sustainability and viability. This in turn led to challenges in translating the Government’s greater vision for public transport into a cohesive national developmental effort.

Through the Master Plan, SPAD is able to drive greater integration of the public transport network and ensure safe and seamless travel for the rakyat. In addition, the Master Plan calls for higher service and safety standards that inspire public confidence.

As proactive planner and industry regulator, SPAD works alongside other Government departments and agencies, such as the Ministry of Transport and Economic Planning Unit for policy-related issues; enforcement partners such as Polis Diraja Malaysia and the Road Transport Department, and the Performance Management and Delivery Unit (PEMANDU) for implementation of the Urban Public Transport National Key Result Area. As necessary, we also reach out to local and regional authorities, lawmakers, non-governmental organisations and the public to ensure all touchpoints are covered as part of our planning and implementation efforts.

PUTTING THE RAKYAT FIRST

There is a misperception among the rakyat that SPAD’s role is restricted to monitoring public transport performance standards and to enforcing our rules and regulations. While this is certainly a part of our mandate, SPAD is first and foremost looking out for the rakyat’s interest. We were established to ensure that the public transport system is safe, relevant, well-integrated and efficiently run in order to meet the needs and expectations of the commuting public.

Since 2010, the Government has pulled out all the stops by investing heavily in improving public transport infrastructure throughout the nation. Facing increasing challenges of urbanisation, the Greater Kuala Lumpur/ Kang Valley (GKL/KV) region needed the extension of the LRT lines as well as the introduction of the MRT to alleviate congestion and address environmental concerns. The completion of these projects on time and within budget are not just feathers in our caps, but also testament to the importance placed on ensuring that the rakyat’s needs are put above anything else.

Beyond the GKL region, the rakyat are today able to enjoy the continuation of stage bus services as a result of millions of ringgit in funds approved by the Federal Government to ensure that underserved areas continue to be covered by bus operators who would otherwise abandon unprofitable routes. While our goal is to make all our routes self-sustainable, we recognise that some of these routes face unique challenges. We remain committed to ensuring comprehensive coverage in these areas even as we explore solutions to make them sustainable.

Similarly, SPAD is working to bridge the urban-rural divide with the introduction of new rail links, including the East Coast Rail Line (ECRL), in addition to existing services such as the Northern and Southern Komuter services, as well as the Electric Train Service stopping at major towns along the Padang Besar to Gemas route.

In further serving the rakyat, SPAD is leaving no stone unturned in terms of coming up with innovations that will help make public transport a viable mode of transport. It is in this spirit that we welcome the use of new advances in technology in public transport, which have been very favourably received by the rakyat. Nevertheless, our role does require that we ensure public safety and that public transport operators conduct themselves in a responsible and professional manner at all times. For these reasons and more, we have decided to regulate e-hailing services rather than to ban them altogether.

TRANSFORMING LAND PUBLIC TRANSPORT FOR A BETTER FUTURE

For the first time in our nation’s history, public transport development has become a central, if not the central, thrust of development. The Government’s efforts to develop public transport is transforming the socioeconomic landscape, creating new opportunities and catalysing transformation in a way that is unique to this country’s narrative. SPAD will therefore very much be in the limelight and the focus of scrutiny in the years to come.

We recognise that as a relatively new Government agency, there is a need to invest in our resources, to train and develop our people, and to work across the board with

fellow agencies in the Government as well as with external stakeholders. We are acutely aware of the need to raise our performance levels while holding industry players to the highest of standards.

The construction of infrastructure is but one step forward in our public transport transformation initiatives. Also necessary are the right talent, policies and structures to ensure that our public transport enterprises are sustainable and safe and that service levels are able to meet, if not exceed, public expectations. While we continue to play the role of regulator at this time, it is my hope that there will come a day when we can allow for greater self-regulation on the part of the industry.

ACKNOWLEDGEMENTS

On behalf of the Commission, I would like to thank Prime Minister YAB Dato’ Sri Mohd Najib Tun Haji Abdul Razak and the Cabinet of Malaysia for having envisioned and set into motion a grand future for land public transport, a boon that will serve generations of Malaysians to come.

In addition, I would like to thank all those who choose public transport and create a compelling reason for us to embark on this transformative journey. These efforts are meant to benefit you and I urge more people to make the switch from private vehicles to public transport.

I also wish to record my appreciation to fellow Government agencies whose support and commitment to public transport transformation has been exemplary.

Last but not least, I thank all the public transport operators in Malaysia for diligently working with SPAD to iron out industry problems and find solutions that will propel us in the direction of making public transport the preferred option.

The transformation of our public transport network will not only constitute a fundamental change in our country’s infrastructure, it will usher in a new era of growth and better lives for our people, as Malaysia’s transformative journey in these past few years culminates in the reality of embracing developed nation status by year 2020.

YBHG TAN SRI DATO’ SERI DR. SYED HAMID SYED JAAFAR ALBARCHAIRMAN, SURUHANJAYA PENGANGKUTAN AWAM DARAT

“Through the Master Plan, SPAD is able to drive greater integration of the public transport network and ensure safe and seamless travel for the rakyat.”


65

DeliveringLAND Public Transport Transformation:The Initial Five Years

Towards this end, several iconic public transport projects were carried out under the NTP’s urban public transportation initiative. The LRT Line Extension Project for the Kelana Jaya and Ampang Lines, which began work in 2010, commenced operations on 30 June 2016. The soon-to-be operationalised Klang Valley Mass Rapid Transit Line 1, for which work started in 2011, is expected to kick off with Phase 1 of the Sungai Buloh – Semantan service this December, with the full line to Kajang becoming operational by July 2017. Both projects are immensely transformative in nature, and will serve to relieve densely populated corridors in the Klang Valley, as more people switch from private vehicles to rail transport.

Complementing the focus on rail enhancements, SPAD is also actively involved in efforts to improve bus services in the country. Via initiatives such as the Interim Stage Bus Support Fund across the nation, the Stage Bus Transformation Programme in several state capitals within Peninsular Malaysia and the Bus Network Revamp in the Greater Kuala Lumpur/ Klang Valley area, we are serious about working with operators to improve service reliability and quality for the benefit of bus users.

The Taxi Industry Transformation Programme is another major transformative undertaking by SPAD. The programme holistically tackles long-standing pain-points and structural issues that have affected service quality in the taxi industry through the adoption of technology, the creation of a level playing field for market-driven competition and fairer options for taxi drivers.

In another measure to improve integration, we are making a concerted effort to make travel information available to public transport users. Through our Bus Stop Information Panels (BSIP), upcoming Journey Planner App and other initiatives, commuters will able to plan their trips beforehand to ensure seamless and efficient travel from their point of departure to their final destination. In 2017, we expect to have 6,000 BSIPs set up across various terminals and bus stops to provide bus users with accurate real-time data regarding their bus arrival and departure times.

Over the last five years, Government initiatives, first through the National Transformation Programme (NTP) and, soon after, through the establishment of Suruhanjaya Pengangkutan Awam Darat (SPAD), have fundamentally transformed the face of public transport in the country.

The benefits of developing public transport are irrefutable. Better public transport translates to greater connectivity and productivity, which in turn translates into increased economic growth. It also reduces the number of vehicles on the road, which results in lower emissions and a cleaner environment. Finally, an efficient public transport system also means greater mobility for our rakyat from all walks of life, effectively improving their quality of life and providing greater socioeconomic opportunities.

I am pleased to report that we are progressing towards our goals in transforming Malaysia’s land public transport system. Working towards reaching a 40% urban public transport modal share for the Greater Kuala Lumpur/Klang Valley (GKL/KV) region by 20301, in 2015, the modal share rose to 21% from 10% in 2009. Morning peak ridership for both bus and rail has almost doubled in 2015 at 447,195 compared to 236,412 in 20101, while average daily ridership for rail and bus has surpassed the one million mark as at end-2015 at 1.15 million2. This demonstrates clear demand for public transport and SPAD is determined to ensure that we can meet that need with a system that is both efficient and effective through integration and reliability.

PRIORITISING CONNECTIVITY AND INTEGRATION IN URBAN PUBLIC TRANSPORT

Several key priorities were identified as strategic imperatives of the National Land Public Transport Master Plan (NLPTMP). These include the sustainability of our public transport system, which aims to maintain the fine balance between affordable services and our operators’ financial sustainability. Public transport also plays a crucial role in ensuring environmental sustainability by reducing emissions and promoting greater environmental conservation.

ENSURING INCLUSIVE DEVELOPMENT

Beyond GKL/KV, the NLPTMP also specifies an integration goal with regard to intercity travel, and I am pleased to report that we are well on our way towards achieving that goal. We have completed a massive double-tracking construction project linking Ipoh to Padang Besar and Seremban to Gemas which has significantly expanded northern Komuter and ETS services, with between 10 and 20 trips per day. In the next phase of execution, the Government will further extend the electrified line from Gemas to Johor Bahru, which will be ready by 2021.

Further, with the signing of the Memorandum of Understanding between the Malaysian and Singapore Governments in July 2016 preceding the targeted bilateral treaty to be signed at the end of the year, we continue to record good progress in developing a high-speed rail (HSR) connection to Singapore. The HSR will play a key role in expanding intercity linkages and catalyse economic growth in the cities along the KL-Singapore route.

Moving forward, the rakyat will also see the development of a new East Coast connection from KL to Bentong, Kuantan and Tumpat, which will spur development of the East Coast Economic Region (ECER), a 66,000 sq km region with a population of over 4.43 million.

INCORPORATING WORLD CLASS STANDARDS

SPAD is also committed to improving the culture of safety in all that we do—from the construction of infrastructure to the operations of our various modes of public transport. We must adopt a zero-tolerance attitude with respect to the safety of our commuters, and we are working to disseminate this attitude to all our operators and stakeholders through regulatory requirements that operators must comply with under licensing conditions. SPAD is committed to implementing only the best practices with regard to safety as it is a key determinant of the reputation and reliability of our overall network.

“The benefits of developing public transport are irrefutable. Better public transport translates to greater connectivity and productivity, which in turn translates into increased economic growth.”

1 Greater Kuala Lumpur/Klang Valley National Key Economic Area Survey2 Based on rail operator data


87 Delivering Public Transport Transformation: The Initial Five Years

For example, SPAD’s Industrial Code of Practice (ICOP) Safety Programme was established in 2012 to mandate a culture of safety across public transport operators and ensure the application of safety values by operators at every level of the organisation. Under this programme, bus and freight service providers undergo a Safety Training Programme that helps drive awareness on safety requirements that they are expected to comply with. In addition, SPAD also conducts safety audits on licensees to ensure compliance with ICOP rules.

In facilitating equitable access for all public transport users, SPAD requires all new terminals and facilities to cater to disabled users. For example, SPAD is ensuring that all MRT facilities are disabled-friendly, and requires all trains and buses to be equipped to provide access to the disabled. Our focus on disabled access is part and parcel of our overall goal to make public transport accessible to all Malaysians regardless of their background.

STRIKING WINNING PARTNERSHIPS AND BUILDING TALENT

SPAD is a highly motivated yet relatively young organisation and thus works together with various Ministries and agencies such as the Ministry of Transport, the Road Transport Department and Polis Diraja Malaysia, as well as State Governments and local and regional authorities in carrying out our planning, policy implementation and regulatory duties. SPAD also continues to work collaboratively with the Performance Management and Delivery Unit in realising goals under the Urban Public Transport (UPT) NKRA.

To further facilitate talent development for the land public transport industry, the SPAD Academy has been established as a multi-disciplinary knowledge centre to bring together the best public transport talents across the country to share their knowledge. We are also keen to learn from other countries and have signed an agreement on rail expertise with Transport for London, and with the Japanese Government. We have sent our people to learn from these organisations and have simultaneously invited external trainers who can disseminate this important knowledge to our operators.

ACKNOWLEDGEMENTS

On behalf of SPAD, I would like to thank and acknowledge the contributions of the Government, particularly the Prime Minister, Dato’ Seri Mohd Najib Tun Haji Abdul Razak, for the foresight and leadership in making public transport a key priority for the country.

I would also like to thank all public transport stakeholders, inclusive of the individual operators, for your contribution in transforming Malaysia’s public transport system. SPAD recognises that we are standing on the threshold of exciting times in this area, and we hope to arrive at mutually beneficial relationships for all involved despite changes to the industry landscape.

Of course, we would also like to thank public transport users everywhere for your support. Public transport development would be an exercise in futility without these users, and we look forward to better serving you with a fully integrated and modern public transport infrastructure.

On a personal note, I would like to thank the Chairman, the Board, the Management and staff of SPAD for their warm welcome following my appointment as CEO in 2015. I would like to extend my appreciation for all the work that has been done up to this point and I look forward to a productive relationship with all of you in the years to come.

From the construction of rail megastructures that have altered the skyline of the GKL region to policy decisions that enable us to keep serving commuters in rural heartlands, these initiatives have put us squarely on the pathway towards making public transport the preferred mode of travel in the country. This report features details of the transformation journey up this time and I would like to invite you to take a closer look at the journey thus far, and to be a part of this journey we have embarked on to future-proof public commuting in Malaysia.

MOHD AZHARUDDIN MAT SAHCHIEF EXECUTIVE OFFICER,SURUHANJAYA PENGANGKUTAN AWAM DARAT

THE INCEPTIONOF SURUHANJAYA PENGANGKUTAN AWAM DARAT

The coming into force of the Suruhanjaya Pengangkutan Awam Darat Act 2010 (Act 714), which provides for the setting up of the organisation, its powers and functions, on 3 June 2010 marked the birth of Suruhanjaya Pengangkutan Awam Darat (SPAD). The Commission gained its full authority on 31 January 2011 with the gazetting of the Land Public Transport Act 2010.

Established as part of Prime Minister YAB Dato’ Sri Mohd Najib Tun Haji Abdul Razak’s public service delivery transformation agenda, SPAD was entrusted with the substantial mandate of improving the land public transport industry in Peninsular Malaysia to uplift liveability standards and quality of life for citizens.

Historically, the public transport system in the country began as a private sector initiative, predicated on the rules of demand and supply. However, with economic progress and shifts in population patterns, new complexities emerged, requiring the Government to step in and manage some of these problems which included the integration of land use and public transport planning, as well as the future consequences of a low public transport modal share on the socioeconomic landscape of the country.

It is in confronting these issues and deliberating on solutions that the genesis of SPAD took root. In 2009, when the Government Transformation Programme Labs were held, one of the streams covered Urban Public Transportation (UPT). The Lab that eventually led to the UPT National Key Result Area under the National

Transformation Programme identified various areas within land public transport that had to be tackled through a series of reforms. These included the need to expand urban rail connectivity, improve integration and enhance first- and last-mile connectivity.

It was then that the Government realised that transformation of this magnitude would be next to impossible for an industry that was historically bogged down by fragmentation and lack of coordination. Prior to the formation of SPAD, there were 13 different Government agencies involved in different aspects of planning without a single lead, posing challenges in ensuring coordination and coherence of policy-making and implementation.

Taking a leaf out of successful models such as the Land Transport Authority in Singapore and Transport for London in the United Kingdom, the Government realised the need for the creation of a single point of accountability for policy planning and regulatory oversight.

Thus in the 2010 Budget Speech, the Prime Minister announced that SPAD would be formed in mid-2010 and subsequently, SPAD was established on 3 June 2010, directly under the purview of the Prime Minister, as the sole Government agency to champion public transport and the delivery of much-needed enhancements to generate people-centric public transit solutions.


109

The establishment of the Commission in 2010 was a momentous and significant milestone in the transformation journey for the land public transport industry in the country. For the first time, all public transport-related work could be done under one roof and this entailed drawing up policies, planning, and regulating all aspects of land public transportation, which includes rail, bus and taxi services, as well as road- and rail-based freight transport. SPAD’s role also involved enforcement activities in close cooperation with other enforcement agencies, namely the Royal Malaysia Police and the Road Transport Department of Malaysia.

SPAD took over the functions of the Commercial Vehicle Licensing Board (CVLB), Department of Railways (DOR) and the tourism vehicles licensing function of the Ministry of Tourism in Peninsular Malaysia. At present, the CVLB, DOR and the Ministry of Tourism continue to exercise their role of authority in Sabah and Sarawak.

The Commission structure was adopted instead of a standard Government Department of Public Transport to inculcate greater professionalism and continuity in the staff. This structure would also foster a greater measure of professional independence, while maintaining the governance practices of a unit under the Prime Minister’s Department.

SPAD’s was mandated with more than just regulatory responsibility, as industry oversight meant that the Commission was well-poised to carry out public transport network planning to integrate road-based public transport modes with rail systems.

Shortly after its formation, in September 2012, SPAD released the National Land Public Transport Framework (NLPTF) encompassing all aspects of land public transport guiding principles, policy, standards, planning methodology and improvement initiatives. Primarily, the NLPTF consists of the National Land Public Transport Policy and National Land Public Transport Master Plan (NLPTMP) for all regions and sectors. The 20-year NLPTMP, which sets out the target of a 40% public transport modal share to be achieved by 2030, continues to provide the true north for SPAD in realising plans to improve public transport in both urban and rural areas across Peninsular Malaysia.

THE INCEPTION OF SURUHANJAYA PENGANGKUTAN AWAM DARAT

SPAD Chairman Tan Sri Dato’ Seri Dr Syed Hamid Syed Jaafar Albar (fourth from left) with Members of the Commission and SPAD staff at The Commission’s Strategic Retreat 17-19 April 2015 SPAD Chairman Tan Sri Dato’ Sri Dr. Syed Hamid Syed Jaafar Albar and CEO Mohd Azharuddin Mat Sah with SPAD Management and employees at the headquarters in Platinum Sentral

LAND PUBLIC TRANSPORT TRANSFORMATION HELMED BY WELL-RESPECTED LEADERS AND INDUSTRY PROFESSIONALS

Upon its establishment, the Prime Minister entrusted the leadership of Suruhanjaya Pengangkutan Awam Darat to well-respected luminaries with a wealth of experience in public service and transportation.

On 3 June 2010, Tan Sri Dato’ Seri Dr. Syed Hamid Bin Syed Jaafar Albar was appointed as the first Chairman to lead the Commission, given his illustrious and extensive experience in driving excellence in the public service. Tan Sri Dato’ Seri Dr. Syed Hamid served in the Cabinet from 1990 to 2009 and held various ministerial positions including Minister in the Prime Minister’s Department and Minister of Law, Minister of Defence, Minister of Foreign Affairs and Minister of Home Affairs, placing him as a natural candidate to manage the intricacies of a transformational endeavour of this magnitude.

Following the appointment of the Chairman in 2010, the Members of the Commission who were appointed included Prof. Dr. Ahmad Farhan Sadullah, YBhg Datuk Himmat Singh Ralla Singh, YBhg Datuk Khalid Ahmad, YBhg Dato’ Dr. Mahani Zainal Abidin, YBhg Tan Sri Dr. Mohd Irwan Serigar Abdullah, YBhg Dato’ Siow Kim Lun and YBhg Datuk Wan Ahmad Shihab Ismail Wan Ismail. Mohd Nur Ismal Mohamed Kamal, who had previously been the leader during the Government Transformation Programme’s Urban Public Transport (UPT) Lab in 2009 (preluding the formation of SPAD) was appointed as the first Chief Executive Officer of the Commission.

On 1 September 2015, Mohd Azharuddin Mat Sah was appointed by the Prime Minister as the Chief Executive Officer of SPAD, replacing Mohd Nur Ismal Mohamed

Kamal who left the Commission to lead the newly set-up myHSR Corp, as its new CEO, to manage the KL-Singapore high-speed rail link project. Mohd Azharuddin was formerly the director of the Performance Management and Delivery Unit’s Urban Public Transport NKRA and Greater Kuala Lumpur/ Klang Valley National Key Economic Area, and was a key facilitator at the UPT Lab, ensuring that the key executives of SPAD were clear on its mandate and future direction, having been there even before the Commission’s inception.

Today, Tan Sri Dato’ Seri Dr. Syed Hamid continues to helm the Commission as Chairman with Professor Dr. Ahmad Farhan, YBhg Datuk Himmat Singh, YBhg Dato’ Siow Kim Lun, YBhg Datuk Wan Ahmad Shihab Ismail remaining as Members of the Commission from the early days. YBhg Datin Paduka Dr. Dahlia Rosly and Encik Asri Hamidin @ Hamidon were appointed to the Commission on 1 September 2015. Datuk Dr. Ismail Haji Bakar resigned on 21 September 2015, while YBhg Tan Sri Dr. Mohd Irwan’s and YBhg Datuk Khalid Ahmad’s terms ended on 23 July 2013. The late YBhg Dato’ Dr. Mahani Zainal Abidin served as a Member of Commission until her passing on 22 June 2013.

Having evolved over the years with a staff strength of 980 as at end-2015, growing from just 20 individuals in the beginning, the Commission is supported by a team of senior leadership executives and employees that make up all the 21 Divisions within SPAD.

Today, the Commission, which is headquartered at Platinum Sentral in KL Sentral, Kuala Lumpur, has a nationwide presence through its Regional Offices situated in Kedah, Pulau Pinang, Perak, Kelana Jaya, Putrajaya, Seremban, Melaka, Johor Bahru, Pahang, Terengganu and Kelantan. SPAD also has offices situated in Urban Transformation Centres in Sabah and Sarawak overlooking special projects.

LAYING BUILDING BLOCKS FOR LPT INDUSTRY GROWTH

In line with the Government’s efforts to promote public transport as the preferred mode of travel in the country, key organisations have been set up to carry out complex public transport infrastructure projects that run into billions of ringgit. The breadth of the work carried out by SPAD in planning the public transport network and monitoring mega projects meant that the Commission played an instrumental role in guiding and supporting the establishment of organisations such as MRTCorp and myHSR Corp.

In addition, when these organisations required highly skilled and competent executives to front the delivery of such critical projects, SPAD supplied some of its finest, including its former CEO, Mohd Nur Ismal Mohamed Kamal; former chief operating officer, Dato’ Sri Shahril Mokhtar; and former SPAD Chief Development Officer Dato’ Azmi Abdul Aziz.

As our nation pursues integrated transport and sustainable urbanism, SPAD, which employs close to 1,000 employees to date, continues to nurture and equip Malaysian talent with the skills and knowledge to put these concepts into practice. In this context, SPAD has played, and will continue to play, its role as an incubator and facilitator for talent growth in this thriving LPT industry.

SETTING LAND PUBLIC TRANSPORT TRANSFORMATIONIN MOTION


1413

THE NATIONAL TRANSFORMATION PROGRAMME

Malaysia’s National Transformation Programme (NTP), comprising the Government Transformation Programme (GTP) and the Economic Transformation Programme (ETP), is a broad-ranging series of transformative policy initiatives aiming to raise the country’s socioeconomic profile to be on par with that of developed nations. Introduced in 2010, both programmes featured detailed implementation roadmaps to fulfil goals under Prime Minister YAB Dato’ Sri Mohd Najib Tun Haji Abdul Razak’s New Economic Model to uplift Malaysia towards high-income status by 2020 through sustainable and inclusive measures.

Led by the Prime Minister and his Cabinet, the NTP contains several core components designated as National Key Result Areas (NKRA) under the GTP and National Key Economic Areas (NKEA) under the ETP. Both programmes introduce structural reforms aimed at transforming the civil service and catalysing key economic areas towards enhancing service delivery to the rakyat, accelerating economic development and building financial sustainability in the nation. The NTP focuses its initiatives on key sectors, which include those with social underpinnings such as crime and poverty, as well as key economic areas such as urban revitalisation and agriculture development.

PUBLIC TRANSPORT AND THE NTP

Public transport was identified as an NKRA under the GTP from the very start. Viewed as having significant potential to boost socioeconomic development, the Government has committed substantial resources to the construction of infrastructure and in revamping public transport policy. Indeed, the economic import of public transport was so clearly evident that one of its main projects—the construction of the MyMRT system—was included as a key part of the Greater Kuala Lumpur NKEA.

Under the NTP, public transport development is identified as a key catalyst responsible for greater socioeconomic development in both urban and rural regions of Peninsular Malaysia. The focus, however, is different in each respective region. Whereas connectivity and access to market is the foremost priority for rural locations, the focus for urban development is on relieving traffic congestion and creating seamless commutes for the rakyat.

Just as the lack of affordable transport options in rural parts of Malaysia has hampered economic development, congestion has led to a significant loss in productivity for urban Malaysians. For instance, data from the World Bank estimates that traffic congestion in Greater Kuala Lumpur cost the country between 1.1% and 2.2% of Gross Domestic Product in 2014, translating to a productivity loss of between RM3.7 billion and RM7.4 billion3.

The NTP aims to alleviate the issues with public transport through the systematic overhaul of the public transport system. The headline KPI for public transport under the NTP is to double urban public transport modal share to 40% by 2030 from about 20% at present, and to ensure efficient, affordable transport linkages throughout the length and breadth of Peninsular Malaysia.

FORMATION OF THE MALAYSIAN LANDPUBLIC TRANSPORT COMMISSION

The Government recognised early on that a holistic public transport transformation would require the creation of a central authority to oversee and manage the transformation process. The Land Public Transport Commission (Suruhanjaya Pengangkutan Awam Darat, or SPAD) was duly established on 3 June 2010 following an Act of Parliament to be that central authority. Tan Sri Dato’ Seri Dr. Syed Hamid bin Syed Jaafar Albar was appointed as the first Chairman and continues to helm the Commission. The Commission is directly accountable to and under the purview of the Prime Minister and is responsible for drawing up public transport policies, plans and regulations covering all aspects of land public transport. Public transport modes overseen by the Commission include train services, buses, taxis and freight services. SPAD is also responsible for enforcing public transport regulations together with other enforcement agencies including Polis Diraja Malaysia (PDRM, or Royal Malaysia Police) and the Road Transport Department (Jabatan Pengangkutan Jalan, or JPJ).

SPAD’s first and foremost responsibility is to the rakyat. Since its establishment, the Commission has injected a new impetus into public transport planning by introducing public transport master plans for both the country as well as for localised regions. The master plans comprehensively detail the Commission and Government’s goals and vision for public transport, while at the same time specifying accompanying initiatives designed to raise the overall level of service and safety standards of public transport. This includes enforcement initiatives, which not only cover public transport operators, but also commercial vehicles on the road.

As the central authority for managing all aspects of public transport, SPAD is also responsible for planning and overseeing the construction and development of public transport infrastructure. In the last five years, this has included the LRT Extension Programme (LEP), the construction of the MRT lines, and KTM Bhd enhancements, as well as terminal upgrades. However, unlike previous developments which were often implemented without taking into consideration their impact on the overall public transport system, the formation of SPAD has created a platform where all initiatives are assessed based on merit and value to the overall system. For example, as SPAD has oversight on both rail and bus route planning, the Commission is now able to ensure that there are feeder services for train stations like Ipoh and Arau, among others.

3 World Bank, Malaysia Economic Monitor, June 2015 – Transforming Urban Transport. Retrieved from http://www.worldbank.org/en/country/malaysia/publication/malaysia-economic-monitor-june-2015

SETTING LAND PUBLIC TRANSPORT TRANSFORMATION IN MOTION

The opening ceremony of SPAD’s headquarters at Platinum Sentral, officiated by the Prime Minister, YAB Dato’ Sri Mohd Najib Tun Haji Abdul Razak. Also in the picture are SPAD Chairman Tan Sri Dato’ Seri Dr. Syed Hamid Syed Jaafar Albar, former SPAD CEO Mohd Nur Ismal Mohamed Kamal and former SPAD chief development officer Dato’ Azmi Abdul Aziz


1615

circumstances of the region. A key challenge for the GKL/KV regional plan is to raise public transport modal share—at 16% when the regional plan was published—which is comparatively low compared to other major cities in the country.

However, as the most populous and the central region in the country, GKL/KV will be a primary determinant of overall public transport usage and the chief beneficiary of a developed public transport system. Under the regional master plan, GKL/KV’s status as the country’s chief public transport hub will be enhanced through additional linkages with other economic corridors along the length and breadth of the country.

The GKL/KV Land Public Transport Master Plan is available online at http://www.spad.gov.my/sites/default/files/new-land-public-transpor-master-plan.pdf

LEVERAGING ON PUBLIC TRANSPORT TO ENHANCECITY LIVEABILITYPublic transport usage in GKL/KV is low, but what may be more worrying is the fact that public transport modal share actually fell—from 34% in the 1980s to 10-12% in 20085. The fall in public transport usage in GKL/KV pointed to several factors contributing to lower public transport usage: the increase in the number of highways; growing affluence; the affordability of vehicles, particularly cars; and the poor accessibility and service reliability of public transport.

Situated within the NLPTMP, the regional plan shares the goals of raising modal share, improving reliability, enhancing comfort and convenience, and improving accessibility and connectivity. GKL/KV is serviced by three modes of public transport: rail, buses and taxis, which however, presented some challenges as follows:

• Rail: If improvementswerenotmade, the LRT,KTMKomuterandKLMonorailsystems would not be able to effectively and efficiently cater to the needs of a rapidly growing city

• Bus: Operator performance was in need of improvement as there was animbalance in terms of network coverage while service was unreliable in terms of punctuality. The industry was also deemed to be commercially unsustainable to cover social routes

• Taxi:Therewerestructuralissuesaffectingtheindustry,contributingtooverallpoor service performance levels

Meanwhile, population in GKL/KV is expected to continue to grow thereby adding even greater pressure on transport demand. As the region already contains a number of land use plans with projected commuting patterns, the GKL/KV regional plan must take all factors and conurbations into consideration to determine the optimal public transport network.

The GKL/KV Land Public Transport Master Plan specifies three explicit goals:

i. Identify a single, consolidated and supported land public transport strategy for the GKL/KV region

ii. Integrate all land public transport modes to provide users with a high quality, seamless journey

iii. Address current and future public transport needs with logical, pragmatic and sustainable principles

These goals are further filtered down to each mode of public transport in the respective forms of the Urban Rail Development Plan (URDP), Bus Transformation Plan (BTP) and Taxi Transformation Plan6. Supporting these transformative plans are the Interchange and Integration Plan (IIP), Land Use Plan (LUP) and Travel Demand Management Plan (TDMP).

4 Greater Kuala Lumpur/Klang Valley comprises Kuala Lumpur, Putrajaya and all districts in Selangor with the exception of Kuala Langat, Kuala Selangor, Sabak Bernam and Hulu Selangor

5 Greater KL/Klang Valley Land Public Transport Master Plan6 Called the Taxi Industry Transformation Programme, or TITP since 16 August 2016

The Master Plan also articulates Malaysia’s public transport goals in relation to industry development and opportunities available. As public transport is regarded as a key socioeconomic catalyst, the NLPTMP specifies strategic objectives in relation to both public transport mobility needs as well as economic realities.

The NLPTMP is available online at http://www.spad.gov.my/media-centre/research-publications

ADDRESSING CURRENT CHALLENGES IN THE LANDPUBLIC TRANSPORT INDUSTRY

Rapid urbanisation and growing affluence over the past 20 years have seen a population explosion in urban centres alongside economic expansion and greater economic activity. Growing affluence has similarly increased demand for greater mobility with travel demand growing from 13 million trips a day in 1991 to 40 million trips in 2010. Assuming that this trend holds, demand will reach 133 million daily trips in 2030.

Growing affluence has also contributed to a significant increase in personal vehicle ownership across the country. While personal vehicle use addresses mobility issues, it cannot be viewed as a sustainable and inclusive solution as there is limited capacity for additional vehicles on the road. Indeed, roads in some urban centres such as the Greater Kuala Lumpur/Klang Valley (GKL/KV) region are already at or near capacity, resulting in frequent traffic jams that lead to loss in productivity.

While Malaysia already has a number of public transport options in place—buses, taxis, KTM Komuter, monorail and the LRT, for example—they have a number of existing issues that prevent them from operating at peak efficiency. These issues range from the rakyat’s lack of access to these facilities to the need for more relevant policies and an improved enforcement regime. The NLPTMP addresses these issues and more by establishing a number of strategic imperatives that will inform all future public transport development.

NLPTMP STRATEGIC IMPERATIVESThe Master Plan comprises five general principles identified as Strategic Imperatives. These imperatives provide an overarching blueprint and principle which will guide reforms to the existing public transport infrastructure as well as future developments. Taken together, these imperatives ensure that the goals of integration, affordability, accessibility, reliability and sustainability are reached.

Strategic Imperative 1: Enhance land public transport connectivity across urban conurbations and access in rural areasThis strategic imperative aims to improve connectivity within urban conurbations to cater to the high mobility demands of urban dwellers. Initiatives under this imperative are focused on capacity expansion through the use of enhanced equipment and extended lines, as well as other innovations to improve accessibility and sustainability of land public transport.

Strategic Imperative 2: Ensure affordable and accessible public transport services by enhancing industry structureThe Master Plan insists on vibrant private sector participation to ensure the sustainability of the public transport industry in providing affordable and accessible public transport services. Existing business models and structures, including routes, fares and ownership structures, will be reviewed to pave the way forward towards a robust industry.

Strategic Imperative 3: Enhance service levels and convenience by improving monitoring and enforcement, as well as “soft integration”Passenger experience and satisfaction are crucial considerations in the delivery of the public transport service. This imperative stipulates that public transport quality, reliability, safety and convenience needs to be improved, firstly through enhancing the regulation of the public transport system and secondly, through efficiency and effectiveness drives. Long-term solutions will include periodic reviews of enforcement procedures, continuing professional training and development for frontline personnel and ensuring sufficient resources in the necessary areas.

Strategic Imperative 4: Enhancing safety levels of public transportSafety is another key consideration in securing public buy-in into public transport usage. The NLPTMP emphasises the implementation of specific initiatives designed to minimise the risk of accidents and incidences of crime in land public transport. The measures will be supported by strict enforcement procedures under the Master Plan.

Strategic Imperative 5: Reduce congestion, pollution, and increase incidence of cycling and walking at the first/last mileOne of the aims of broadening public transport use is to forward the goals of environmental conservation and sustainability. The Master Plan specifies principles that address the reduction of carbon emissions and shrinking traffic’s carbon footprint by reducing the number of vehicles idling and on the road. Commuters will also be encouraged to explore alternative first- and last-mile travel options such as through bicycling and walking with the provision of facilities to ensure that they can do so safely and conveniently.

GREATER KUALA LUMPUR/KLANG VALLEYLAND PUBLIC TRANSPORT MASTER PLAN

The GKL/KV Land Public Transport Master Plan is a regional Master Plan for the GKL/KV region4. The regional plan is situated within the overall NLPTMP, but prescribes specific initiatives and guiding principles that are tailored to the unique

Finally, SPAD is also responsible for functioning as an advocate for public transport, and engages the rakyat and other stakeholders to identify their concerns and solutions. While customer satisfaction levels and public transport usage have increased since the formation of SPAD in 2010, the Commission recognises that winning public support is a crucial part of the public transport equation and must be regarded as a priority in its activities.

While the responsibilities of transport infrastructure development are by no means unique to the Commission, the establishment of SPAD has enabled, for the first time in Malaysia’s history, a central authority addressing and managing the integration of public transport initiatives and the nation’s development goals. This is in recognition of the fact that public transport cannot be developed on a piecemeal basis.

NATIONAL LAND PUBLIC TRANSPORT MASTER PLAN (NLPTMP)

The NLPTMP is situated within the NTP and supports the country’s efforts to become an inclusive and sustainable high-income nation through the delivery of effective and efficient public transport. Its outright goal is to increase public transport modal share to 40% in urban areas, enhance access in underserved rural areas and improve connectivity throughout Peninsular Malaysia. It contains a number of macro policies and principles, which will guide all public transport initiatives implemented by any and all authorities and agencies throughout the country.

SETTING LAND PUBLIC TRANSPORT TRANSFORMATION IN MOTION


1817 SETTING LAND PUBLIC TRANSPORT TRANSFORMATION IN MOTION

THE TRANSFORMATION PLANSThe GKL/KV Public Transport Master Plan breaks down into six separate focus areas/plans: the URDP, BTP, TTP, IIP, LUP and TDMP. SPAD, as the central authority responsible for the oversight of public transport development, plays a key role in the administration of these various transformational plans.

URDPThe aim of the URDP is to optimise the use of existing rail assets and enhance their quality of service, and expand capacity through service and route extensions and by constructing new additional lines to meet future demand. Under the URDP, a demand analysis is being conducted to assess corridors with potential demand growth and to compare the various options available. Upon the completion of the URDP, a more detailed technical assessment will be conducted to determine the engineering and operational requirements, as well as assessments of route alignments.

Presently, the URDP specifies a number of route extensions including station upgrades as well as the development of a freight relief line. A comprehensive list of URDP initiatives is detailed in the GKL/KV Land Public Transport Master Plan.

BTPThe BTP outlines proposals to transform the bus network in the GKL/KV region. Elements specified in the BTP include:

• Transformingthebusserviceintoapunctualandreliableonethatisattractiveto users

• Providinggoodaccesstotheservicethroughtheprovisionofpedestrianaccess• Integrating the bus servicewithin the overall landpublic transport system to

expand network coverage• Facilitating competitive journey times via land public transport to encourage

greater public transport use• Using comfortable modern vehicles and providing well-trained drivers to

improve service levels• Providingaccurateandup-to-datepassengerinformationsystemstoenhance

user experience• Ensuringsafeandsecurejourneysforpassengers• Implementing a fare system that is fair and is integrated with other public

transport modes• Creatingasustainableindustrythatallowsittooperate,developandinvestfor

the future

A comprehensive list of initiatives corresponding to these elements is detailed in the GKL/KV Land Public Transport Master Plan.

TTPThe taxi industry presently suffers from poor public perception stemming from service quality issues. However, as the taxi industry is owned entirely by the private sector, SPAD will adopt a market-led approach to ensure that there is sufficient buy-in into the transformational process. The TTP proposes a number of changes focused on:

• Enhancingtheregulatoryframework• Raisingdriverstandards• Raisingvehiclestandards• Improvingtaxibookingsystems• Taxibranding• Infrastructure• Enforcement

Under the NLPTMP, taxis have been assigned a more specialised role in servicing first- and last-mile connections, and the TTP aims to reinvigorate the industry by raising the overall level of service.

IIP, LUP AND TDMPThe objective of the three plans is to assess and enhance the integration of public transport and development of land policies to ensure integrated public transport coverage throughout the region. Elements addressed by these plans include first- and last-mile connectivity, the interchanges between public transport modes and land use planning to prioritise high-density developments to ensure good access to public transport.

In addition, the TDMP also outlines demand-“push” initiatives, which serve to encourage the public to make the shift to commuting via public transport. While the Commission expects that improved services will create a “pull” factor to draw greater public transport usage, this by itself may not be sufficient. Ultimately, the goal is to reduce congestion and to encourage behavioural change to create a more effective and efficient travel network in GKL/KV.

STRENGTHENING REGULATIONS AND RAISING STANDARDS

Both the NLPTMP and the GKL/KV Public Transport Master Plan identify strengthened regulations and improved enforcement as priorities. SPAD, as the public transport central authority, is responsible for developing and maintaining regulations governing the operations, safety and performance of land public transport in Peninsular Malaysia. In addition, SPAD is also responsible for licensing of operators, handling of cargo and commercial vehicle operations.

The Commission’s work in strengthening regulations generally takes on two forms: amending or introducing regulations and enforcement.

With respect to the former role, SPAD reviews and makes amendments to legislation as deemed fit, and these are then submitted to Parliament for debate and vote.

SPAD also originates and amends regulations pertaining to each individual mode of public transport to ensure that safety and service levels are observed.

With respect to the latter role, SPAD works together with PDRM and JPJ to surveil and prosecute offenders. SPAD also has its own roster of enforcement officers, who have been deployed throughout Peninsular Malaysia to conduct both regular and special enforcement activities.

As stipulated in the Master Plans, regulation and enforcement are crucial elements required to improve service level standards of public transport operators, and to place the industry on a more sustainable footing. The Commission is committed to ensuring a level playing field for all stakeholders and that all operators comply with all regulations and standards.

NKRA•Providesaseriesofinitiativeswhich

give building blocks for the LPTMP•OneareaisimprovingUrbanLPT

NLPTMP•Vision•Objectives•GuidingPrinciples•Toolkit

GREATER KL/KV LPTMP•UtilisestheguidanceoftheNPTF•A20-yearplanfortheregion•InformedbyStakeholderEngagement•SeeksConsistencywithState

and City Plans

FIGURE 1: Overview of the NLPTMP and GKL/KV Land Public Transport Master Plan


2019

ON THE RIGHT TRACK TOWARDS IMPROVING PUBLIC TRANSPORT MODAL SHARE

“Land public transformation has improved the rakyat’s quality of life through the provision of affordable and reliable forms of transportation.”

The national land public transport transformation which has taken place since 2010 has succeeded in restoring public confidence in the efficiency and reliability of the public transport network, as developments such as the launch of the Sunway Bus Rapid Transit and the introduction of the Bus Network Revamp in 2015, as well as the expansion of rail services, have resulted in an increase in modal share. Public transport modal share in Greater Kuala Lumpur has improved from 10% in 2009 to 21% in 2015, as we head towards a target of 40% by 2030.

According to the Secretary-General of the Ministry of Transport, YBhg. Datuk Seri Hj. Saripuddin Hj. Kasim, this reflects the general public’s confidence in the tremendous improvements in the public transport system.

“Land public transformation has improved the rakyat’s quality of life through the provision of affordable and reliable forms of transportation, while offering options in mobility and accessibility to transportation. The Malaysian economy, meanwhile, benefits through the reduction in traffic congestion, increasing productivity. Seamless travel will also benefit local and international travellers,” he says.

The achievements of the transformation thus far have not, however, come without their challenges. These include the need to encourage the shift from the use of private vehicles to public transport and to increase ridership. Datuk Seri Hj. Saripuddin also says other challenging aspects of the public transport transformation include achieving the modal shift and gaining public confidence towards the public transport network. Additionally, the Ministry must ensure all programmes and projects are implemented according to schedule, which may be

impeded by the various challenges faced by the respective agencies involved in the transformation.

“There is room for improvement in the delivery of public transport,” comments Datuk Seri Hj. Saripuddin, adding however, that the Ministry conducts monthly project review meetings on implementation to identify bottlenecks, develop options to eliminate problems, get status updates and closely monitor all projects to overcome challenges. It also works closely with all relevant stakeholders, such as those from the private sector and non-governmental organisations.

These stakeholders include SPAD, with which the Ministry has worked closely since the start to ensure the success of public transport initiatives. Datuk Seri Hj. Saripuddin says this is done through knowledge and experience sharing as well as regular and open communication and discussions. The Ministry and SPAD also possess mutual respect on any divergence in views and opinions, recognising their common objective of ensuring reliable, safe, seamless and efficient public transport.

With the commencement of the LRT Extension for the Kelana Jaya and Ampang Lines in June 2016, the launch of the Journey Planner App expected by the end of 2016 (which will provide real-time data on bus and train journeys and its costs to allow passengers to better plan their journeys), and the full operationalisation of the Sungai Buloh-Kajang MRT Line in 2017, the Ministry is also looking at further initiatives to take the public transport system into the last mile of its transformation towards 2030.

Datuk Seri Hj. Saripuddin says these include the completion of key ongoing initiatives such as Parkway Dropzones for dropping off passengers at public transport hubs and the construction of more Park and Ride facilities. The Ministry will also focus on overcoming problems encountered in 2015 and implementing the strategies outlined to achieve the Government’s aspiration to increase modal share to 40% by 2030.

“I believe that with all the progress and achievements thus far, we will be able to achieve the target. Nevertheless, in ensuring this success, we need to develop strategies for the development of national public transport and further improve public confidence towards our public transport, especially where urban public transport is concerned, as this is where congestion is more prevalent and needs to be addressed,” he says, adding the efforts required to ensure the achievement of the target include further improving the level of efficiency and effective services of public transport, especially within city centres, as well as continuous partnership with all relevant stakeholders to drive impactful transformation in the urban public transport system for the rakyat.

ybhg. datuk seri hj. saripuddin hj. kasimSecretary Generalministry of transport


2221

Ushering in Malaysia’s Golden Ageof Public Transportation

DATO’ SRI IDRIS JALACHIEF EXECUTIVE OFFICERPERFORMANCE MANAGEMENT AND DELIVERY UNIT (PEMANDU)

By the year 2020, the Greater Kuala Lumpur/Klang Valley area is projected to experience a swell in population owing to more people moving to the city in search of better lives. This increase will force upon us rapid urbanisation, which will present numerous challenges for city residents and authorities alike if timely interventions are not carried out.

With this scenario in mind, the Performance Management and Delivery Unit (PEMANDU) set out to imagine what the future holds for Kuala Lumpur in terms of economic growth and liveability.

“After conducting several Lab sessions and structuring out the master plans in 2009, we ran a simulation. If this is KL as it is today, what would KL be like in 2020, we asked. What do we do to grow the country’s GDP so we can reach high-income status? Cities often serve as the economic nucleus that contributes to the bulk of a country’s GDP. We will lose trade and investment if those who worked in the city did not find it attractive to live in,” explains Dato’ Sri Idris Jala, CEO of PEMANDU.

When the Lab sessions were conducted in 2009, public transport modal share was about 11%. Assuming this remained the same even in 2020 when population would rise to 10 million from six million in 2009, Kuala Lumpur traffic would be in gridlock much like in Bangkok and Jakarta. This situation would be further compounded as Malaysia has one of the highest numbers of car ownership and multiple car ownership in the world.

To remedy the situation, the Urban Public Transportation National Key Result Area (NKRA) was introduced in 2010, in tandem with the National Key Economic Area for Greater Kuala Lumpur/Klang Valley under the National Transformation Programme (NTP). Sustainability, inclusivity, and improving the quality of life for people were key considerations for PEMANDU in developing the roadmaps, with the Mass Rapid Transit (MRT) leading the charge as a flagship project.

Aside from getting cars off the road and easing congestion, the MRT will also reduce pollution in the city. Initial analysis revealed that carbon emissions on the soon-to-be launched MRT is likely to be reduced by more than 70%, which makes it the single biggest green project that Malaysia has embarked upon.

A TOUGH CONVINCING ACTMarking the single largest Government project since Independence, Dato’ Sri Idris notes that it was no small feat to gain buy-in from both the rakyat and the Government.

“As a standalone project, it would never fly. Revenue from ticket sales will never be able to pay for the capex to build the MRT, it will never be able to pay for the

operating costs to run it, so when we put it forth it was not an MRT project or an LRT project, it was a project for Greater Kuala Lumpur,” he elaborates.

“One of the biggest challenges was to convince the Government to put the money in public transportation against competing interests. The infrastructure involved is very expensive. Many questioned why we [the Government] were not spending the money on the needy, in the rural areas or in schools,” he says, adding that the project was debated upon for seven years before it was finally approved with detailed implementation plans in place under the NTP.

“A lot of conflicting views, wants and demands especially concerning the rural sectors were raised. But we were firm in our decision. To develop Greater Kuala Lumpur, we had to also enhance Urban Public Transportation to achieve our 2020 vision,” he explains.

A public transport system would however not be successful without a combination of enticing push and pull factors. This can be seen in bustling cities like Hong Kong, Singapore and London, where public transport is a major mode of transportation.

“No country in the world ever moved towards a high public transport modal share without making it attractive for people. For one, train and bus services need to be punctual and comfortable. Pull factors aside, we have to make push factors aggressive too,” he says, naming congestion charges and lower fuel subsidies as some ways the Government could drive Malaysians towards using public transport. He stresses however, that the Government must make public transport attractive for users in order for the push factors to work.

WORKING TOGETHER TO RAISE PUBLIC TRANSPORT STANDARDSDato’ Sri Idris notes that developing Greater Kuala Lumpur and Malaysia’s Urban Public Transportation network could not have been done without SPAD. The Commission plays an integral part in being the regulatory and supervisory body for land public transport.

Organising the planning involved in implementing complex and demanding infrastructure projects, as well as upping the game in service delivery, is precisely why Malaysia needs SPAD, he says.

“Before the Commission was formed, operators were disorganised and achieving integration was a challenge. SPAD is a very important body that helps us to pull together everyone [public transport stakeholders],” he says.

PEMANDU has always had a close relationship with SPAD since its inception and has worked hand-in-hand with the Commission.

In fact, several PEMANDU officers now hold key positions in SPAD and other public transport- related entities. Having worked with them for several years now, Dato’ Sri Idris is confident that they will be able to lead the way forward.

“Having an understanding of why this [public transport development] is so important and knowing what the game plan is makes it much easier to work with them. We come from the same school of thought, and I would venture so far as to say that we are today standing on the brink of the Golden Era of public transport for Malaysia.

GREATER THINGS TO COME“From our standpoint we are very happy and we are really pleased with the development of Urban Public Transport. The MRT is on schedule and within budget and the Government continues to spiritedly back public transport improvements.”

Dato’ Sri Idris notes the excitement in the air with regard to current developments in land public transport, especially in the GKL region. He acknowledges that this is just the beginning of greater things to come considering that several other key projects will continue to unfold in the next few years, including the Kuala Lumpur-Singapore High Speed Rail, LRT 3, MRT 2 and Circle Line MRT projects.

“The transformation of land public transport will come full circle when we see more people turning to public transport and the modal share closing in on targets. Understandably, this endeavour will not be without challenges, but the fact remains that the ball is rolling, and I am certain that the work is underway for the creation of a public transport legacy that will benefit future generations of Malaysians,” he offers.

“Organising the planning involved in implementing complex and demanding infrastructure projects, as well as upping the game in service delivery, is precisely why Malaysia needs SPAD.”

DEVELOPING SAFE, RELEVANT AND RELIABLEBUS SERVICES


2625

DEVELOPINGSAFE, RELEVANTAND RELIABLEBUS SERVICES

“Letting the free market operate unchecked is often not the optimal solution for public transport. Sectors with high demand will often be over-catered for, and while passengers may benefit from low prices, hyper-competition may result in low service quality and unsustainable business models for the operators. This is already happening to some extent in the stage bus sector. At the same time, sectors with low demand will be under-served, and people living there will end up paying too much to travel. The challenge for the authorities will be to put in place a regulatory structure that ensures market efficiency through competition while also allowing for cross-subsidisation from the profits of high-density areas to finance the adequate provisioning of land public transport services to low-density areas.”

- National Land Public Transport Master Plan

INTRODUCTION

Buses were one of the more popular modes of transport in Malaysia in the 1970s and 80s, with mini buses acting as one of the main modes for commuters in urban centres within the Klang Valley. Operated as a private sector initiative, the system later became inundated as it lacked the capacity to keep pace with increasing population and the expansion of the urban sprawl. Furthermore, as the new urban areas were still developing and less populated and thus, loss-making, bus operators had little or no incentives to ply these new routes regularly.

At the same time, rising incomes and improved road infrastructure, in tandem with the country’s economic development, led to the public’s migration to private vehicles, also causing buses to fall out of favour as a mode of transport. This led local authorities to decelerate intervention until public transportation regained its viability.

In 1987 the Commercial Vehicles Licensing Board was established to oversee licensing functions for road-based public transport, regulating the bus sector. However, with 12 other Government agencies also involved in overseeing public transport in Malaysia, policy soon became fragmented and further impacted the effectiveness of the bus system.

The establishment of SPAD in 2010 was aimed at improving the bus system in tandem with the Government’s vision of offering reliable, accessible, safe and comfortable bus services to rival those of the world’s leading cities.

From 2010-2015, SPAD has implemented the following initiatives as part of Malaysia’s land public transport transformation for buses:

1. Interim Stage Bus Support Fund (ISBSF)2. Industrial Code of Practice (ICOP) Safety3. The myBAS service in key cities4. 30% Discounted Bus Fares (Diskaun Kadar Tambang 30% - DKAT 30%)5. Liberalising school bus fares6. GoKL intracity bus service7. Bus Rapid Transit 8. Bus Network Revamp9. Bus Stop Info Panels10. Performance Monitoring Hub System

Interim Stage Bus Support FundThe National Land Public Transport Master Plan had identified funding as a key element of its implementation. In terms of the bus sector, the Master Plan stated that a long-term solution is required to build capabilities and sustainability of the sector. As part of efforts to address this, on 3 January 2012 the Government established the Interim Stage Bus Support Fund (ISBSF) to improve the quality of bus services to encourage passengers to continue using the bus as an effective mode of travel. The initiative acts as an interim measure to cover shortfalls in the daily operations of affected stage bus operators, especially for social routes, covering stage bus services throughout Malaysia.

As of December 2015, a total of RM498.25 million out of the RM689.74 million allocated by the Government until end-2016 for the ISBSF has been disbursed to operators.

The number of operators benefitting from the ISBSF has increased from 85 in 2012 to 100 in 2015, and this has resulted in an increase in the number of routes covered from 586 to 608 during the same period. Since its launch, the ISBSF has benefited 349.44 million commuters as of end-December 2015.

myBASStage buses have enjoyed a colourful history in Malaysia and since the 1940s have acted as the public’s primary way of getting around cities due to their affordability. However, an outdated business model, which sees stage bus operators mainly plying routes based on commercial considerations rather than passengers’ needs, has led to a mismatch in the coverage of stage bus services.

In an effort to achieve sustainability of the stage bus industry, in 2015 SPAD introduced myBAS, a new stage bus business model which forms part of the Stage Bus Service Transformation (SBST) programme aimed at creating long-term value for stage bus services and improving their reliability. The overall goal of myBAS is to replace the Interim Stage Bus Support Fund over the longer term in phases.

SPAD acts as the planning authority responsible for the stage bus network and operating costs of the myBAS service, and will receive fare box revenues. The service is also designed to better serve passengers by plying social routes which previously lacked coverage, while also ensuring optimum coverage by eliminating duplicate routes.

20122015100

bus operators85

ridership50.12 Million

close to

93 million

routes586

608

Interim Stage BusSupport Fund (ISBSF)

is introduced

Initiatives


2827

myBAS Implementation Milestones:

• 2012: SPAD and respective state’s Economic Planning Unit establish PublicTransport Technical Committee in each state for State Governments and other agencies to gain deeper insight into local public transport issues

• 10October2014:5citiesincludingKangar,Seremban,Ipoh,KuchingandKualaTerengganu identified in Budget 2015 for myBAS implementation with an allocation of RM100 million

• 23January2015:AppointmentofMARALinerSdnBhdandCitylinerSdnBhdtooperate myBAS services in Kangar and Seremban, respectively

• 1 August 2015: Commencement ofmyBAS service in Kangarwith 27 busescovering 15 routes across 337km in total, at an average service frequency of once every hour

• 15November2015:myBASintroducedinstagesinSeremban,with111busesplying a total of 27 routes covering 656km at an average service frequency of 45 minutes7

Express BusExpress bus services represent an essential aspect of long-distance land public transport in Malaysia. In 2010, express bus services by 48 licensed operators managing at least 73 brands had recorded more than 8,000 departures per day. As the land public transport regulator, SPAD now oversees over 100 express bus operators, monitoring issues such as touting, speeding, reckless driving, routes and scheduled adherence.

As part of the land public transport transformation, since 2010 SPAD has announced or embarked on various initiatives aimed at improving service standards and passenger accessibility for express bus services. These are further supplemented by efforts to raise the quality of services at public transport hubs and terminals.

These initiatives include:

• Operationalisation of Integrated Transport Terminal-Bandar Tasik Selatan(ITT-BTS) in 2011 to address congestion in Kuala Lumpur by diverting 500 southbound express buses away from the central business district

• ThefirstmajorrevampofPudurayaTerminal,nowknownasPuduSentral,sinceit first opened its doors in 1976, also in 2011

• Commencement of operations of Amanjaya terminal in September 2012,relocating express buses operating from Terminal Medan Gopeng to Amanjaya

• Relocationoflong-haulexpressbusservicesfromPuduSentraltoITT-BTSin 2015

7 Operationalised in January 2016

ICOP

ICOP SafetyTraining Programme for bus operators launched

4,071bus operators

trained under ICOP

320compliance audits

conducted onbus operatorsSPAD requires operators to comply with ICOP safety compliance checks and implements ICOP Safety Post-Crash Compliance

2012

ICOP made mandatory for bus and freight operators

2013

2015

MIROS Accident Investigations 2007 - 2014

Road & Environment

20%DUI alcohol

/drugs

5%Visibility

4%Excessive

load

3%Speeding

20%Tyre failure

3%Dangerous

driving

26%Brake failure

4%Fatigue

15%

FIGURE 3: Causes of bus accidents 2007-2014

SKS-KL(Operator)

** BET 5 & BET 6

From Bandar Tasik Puteri /

Bukit Beruntung

BET 5From Country

Home

RM210.00

RM147.00

RM220.00

RM154.00

RM250.00

RM175.00

RM104.00

RM73.00

RM130.00

RM91.00

RM154.00

RM108.00

RM132.00

RM92.00

*SpecialRoute

NormalRoute

Suasana Edaran & SKB

(Operator)

•Initiativeranfrom1stSeptember2015to29th February 2016

•Initiativewasextendedforanother10monthsstarting 1st March 2016 to 31st December 2016

•30%discountedfarehasbeengivenformonthly pass

*Special Route : Terminal - Office / Housing Estate - Office ** BET 5: Bandar Tasik Puteri - Country Home - Kuala Lumpur BET 6: Bukit Beruntung - Kuala Lumpur

ROUTE

SEREMBAN - KL KLANG - KL RAWANG - KL

Monthly Pass before discount

Monthly Passafter discount

FIGURE 2: Routes & Fares for 30% Discounted Bus Fare

8 The discount was also applicable for stage bus passengers travelling the same routes with participating stage bus operators

• Implementation of Government-led fare subsidy plan for intercity bususers travelling to and from Kuala Lumpur using monthly passes issued by participating express and stage bus operators. The subsidy provided a 30% discount for these passengers from 1 September 2015 to 30 March 20168

for the Rawang - Kuala Lumpur, Klang - Kuala Lumpur and Seremban - Kuala Lumpur routes

• Tightening safety regulations to ensure a safe and comfortable journey forexpress bus users. These include mandatory adoption of SPAD Industrial Code of Practice (ICOP) Safety Guidelines and installation of full-functioning GPS devices on all express buses

INDUSTRIAL CODE OF PRACTICE (ICOP) SAFETYThe safety and security of passengers are highlighted in the National Land Public Transport Master Plan as another key element of its implementation. While safety and security represent a priority for all modes of public transport, the Master Plan specifically identified inter-city express buses as possessing further scope for enhancing safety by avoiding preventable accidents. This followed a spate of bus accidents due to drivers falling asleep at the wheel as a result of being over-worked. According to data from the Malaysian Institute of Road Safety Research (MIROS), the main cause of bus accidents occurring between 2007 and 2014 was dangerous driving (26%).

In line with this, SPAD launched the ICOP Safety Training Programme in 2012 for bus operators. The programme requires compliance with standards specified in the Code of Practice, especially those related to safety and the environment as it seeks to reduce accidents involving public transport vehicles.

Beginning with engagement programmes conducted with bus operators to raise awareness on safety, compliance with ICOP-SHE was made mandatory for bus and freight operators in 2013.

SPAD commenced Bus Operators Training to ensure ICOP Safety guidelines compliance in 2013 and as of December 2015, a total of 4,071 bus operators have been trained.

Between 2014 and 2015, a total of 320 bus operators involved in accidents underwent compliance inspections by SPAD. As a result of these inspections, 127 operators had their entire fleet of vehicles suspended until full compliance with ICOP Safety guidelines was achieved.

In addition, a total of 4,917 bus operators have been subjected to ICOP Safety compliance checks between October 2015 and December 2015 as part of a licence renewal requirement.

DEVELOPING SAFE, RELEVANT AND RELIABLE BUS SERVICES


3029 DEVELOPING SAFE, RELEVANT AND RELIABLE BUS SERVICES

SCHOOL CHILDREN INSURANCE COVERAGE SCHEME (SCICS)In an effort to improve the quality of the school bus industry and encourage parents and guardians to use school buses licensed and registered with SPAD to ferry their children to and from school, SPAD introduced SCICS in 2013 for school children travelling by licensed school buses. Offered throughout Malaysia, the scheme provides a safety net for school children and their families in the event of accidents and also covers other school-approved travel such as excursions and extracurricular activities.

Under the scheme, school children and their families are eligible to receive coverage for the following:

• Accidentaldeath• Permanentdisabilities• Medicalexpenses• Wardallowances• Bereavementexpenses

By the end of 2015, the scheme provided coverage to an estimated 1.5 million school children between the ages of 7 and 19.

SCHOOL BUS REPLACEMENT SCHEMETogether with BSN, SPAD implemented the school bus replacement scheme from January 2013 to December 2014 as part of a two-year financial scheme announced in Budget 2013 for school bus operators to replace ageing vehicles to promote safe travel for school children. The RM200 million soft loan scheme was offered at a repayment rate of 2%, targeting 2,885 operators who owned ageing buses. The Finance Ministry also allocated RM10 million to provide RM10,000 rebates for the down payment on new bus purchases and as a subsidy for the repayment of the soft loan.

During the scheme, BSN approved 213 loans worth RM18.5 million out of 233 applications, with 20 applications rejected due to bankruptcy status.

As part of efforts to urge school bus operators to participate in the scheme, SPAD conducted public engagements with 44 school bus associations nationwide, and disseminated notices to 3,000 operators. The Commission also provided a 1+1 extension policy allowing operators to continue operating buses that were more than 25 years of age provided the buses passed PUSPAKOM safety checks. In July 2014 the scheme was also extended to operators with vehicles less than 25 years old.

SCHOOL BUS FARE LIBERALISATIONSPAD implemented the liberalisation of school bus fares in the first quarter of 2015 following its announcement to do so in 2014. Prior to the liberalisation, which allowed school bus fares to be set by the forces of supply and demand, the maximum return fare for school bus trips in urban areas was RM27.43 for the first kilometre and RM2.02 for every subsequent kilometre, while fares for rural areas started from RM20.61 for the first kilometre and RM2.02 for every subsequent kilometre. The liberalisation has also allowed school bus operators to decide their own fares regardless of bus size, engine capacity and location.

School BusDue to minimal entry requirements, school bus operators range from housewives to big companies, with the use of illegal school buses and old vehicles representing a most pressing concern for this sector.

As part of the land public transport transformation, since 2010 SPAD has announced or embarked on various initiatives aimed at improving service standards and passenger accessibility for school bus services.

These initiatives include:

• 2013:SchoolChildrenInsuranceCoverageScheme• 2013-2014: School bus replacement scheme in collaboration with Bank

Simpanan Nasional (BSN)• 2015: Liberalisation of school bus fares, allowing fares to be dictated by

market forces

In 2015, there were more than 10,000 licensed operators managing more than15,000 school buses providing services to 1.5 million school children per day.

School Children Insurance Coverage Schemeis introduced by government

covered

1.5 Millionschool children betweenthe ages of 7 and 19

2013

by end of 2015

old new

in collaboration with Bank Simpanan Nasional (BSN), SPAD launches

school bus replacement scheme

213applications

approved:

233applications

received:

TOTAL LOANS APPROVED:

RM18.5 MIllion

2013 - 2014

“I myself take the bus to travel to Seremban from Melaka as it is affordable, comfortable and fast. Buses are also more comfortable now and offer reasonable rates. I would encourage other users to take the bus as it is affordable and saves them from being stuck in traffic.”

Sridaran A/L Kumaran,49, worker bus driver and stage bus user

“I’ve always had a good experience on the bus and find it convenient as a mode of travel. I’ve seen many improvements in the bus services, such as its frequency and like to use it because it helps me save money. I would like to see all buses provide Wi-Fi.”

Krishna,20, sales assistant



GoKL In 2012, SPAD launched the GoKL free intracity bus service, providing reliable, accessible, safe and comfortable last-mile connectivity within the Kuala Lumpur Central Business District at no cost to passengers. The service commenced in 2012 serving the following two lines:

• PurpleLine :PasarSeni–BukitBintang• GreenLine :KLCC–BukitBintang

In May 2014, service was extended to cover the following areas:

• RedLine :KLSentral–TerminalJalanTunRazak• BlueLine :BukitBintang–TerminalJalanTunRazak

Since its introduction, the average daily ridership for GoKL has increased from 8,450 passengers to 38,061 passengers, representing a growth of 350%. By 2020, this is forecast to rise to an average daily ridership of 58,562.

According to SPAD’s internal study, the GoKL service benefits both local passengers and tourists, with Malaysians making up 63% of total passengers and foreign tourists accounting for 7%. Additionally, the service is used consistently on a daily and weekly basis by 60% of the total passengers, who utilise GoKL mainly to go to and from work (33%) as well as for shopping trips (23%). Other passengers taking the GoKL bus include college students and those who use it to get around the city, while 20% of the travel consists of tourist trips.

Data compiled by SPAD also shows that 94% of passengers stated that they were satisfied with the GoKL service, with only 6% expressing dissatisfaction.

GoKL free intracity bus servicelaunched by spad

2012

pasar seni bukit bintangpurpleline

klcc bukit bintanggreenline

kl sentral terminal jln. tun razakredline

bukit bintang terminal jln. tun razakblueline

average daily passengers since launch

growth of 350%

8,4502012

38,0612015

8,450 38,06125,92721,67520152013 20142012

FIGURE 4: GoKL Average Daily Ridership 2012-2015

Bus Rapid Transit (BRT)The BRT system was initially proposed under the Government Transformation Programme’s (GTP) Urban Public Transport National Key Result Area (UPT NKRA) in 2009. Modelled after highly successful systems in Curitiba, Brazil and Bogota, Colombia, which make up some of the most comprehensive bus networks in the world, the BRT was first introduced in Malaysia in June 2015 with the launch of BRT Sunway as part of 12 BRT corridors that have been identified under the BRT plan.

BRT Sunway is made up of a 5.4km route covering seven stations within Sunway and Subang Jaya and is integrated with the KTM Setia Jaya Station and the LRT line extension in USJ 7. The system has improved connectivity between the Sunway, Mentari and USJ 7 areas, serving a population of 500,000 through 15 electric buses. Characterised by its usage of dedicated lanes, environmentally-friendly features and customer-friendly infrastructure, BRT Sunway marks the next stage of Malaysia’s land public transport transformation, and is targeted to usher in a new era for bus services.

Buses run at a frequency of four minutes on weekdays during peak hours and eight minutes during non-peak hours. On public holidays and weekends, the service operates with a frequency of six minutes. Fares start from RM1.60 and have a maximum charge of RM5.40 per trip.

JUNE 2015BRT Sunwaylaunched

covering

5.4kmroute

electric buses15

7 STAtions

Integrated with:• KTM Setia Jaya station• LRT line extension in USJ 7

FIGURE 6: Uses of GoKL

33%Work Commuting

13%Daily Commuting

20%Holiday Commuting

23%Shopping

6%Miscellaneous

5%Student Commuting

FIGURE 5: GoKL Ridership - Frequency of Usage

42% DAILY

35% MONTHLY

18% WEEKLY 5% OCCASIONALLY

SunwaySETIA JAYA(Link to KTM Setia Jaya)

MENTARI SUNMED

LAGOON

SUN U-MONASH

SOUTH QUAY

USJ 7(LINK TO USJ 7 LRT STATION)

FIGURE 8: BRT Sunway Line Route

TOTAL

Total

38,061Average ridership per hour

2,239

12,917 17,774 3,895 3,475

OFF - PEAK

Total


1,179

3,181 5,032 1,915 1,663

EVENING - PEAK

Total


3,504

6,635 5,775 936 671

Total


4,084

3,101 6,967 1,044 1,141

MORNING - PEAK

FIGURE 7: GoKL Daily Ridership (2015)

Number ofpassengers on:

GreenLine

PurpleLine

RedLine

BlueLine



Following the implementation of the BNR exercise in December 2015, average daily ridership grew from 256,000 in November 2015 to 320,000 the following month.

Bus Network Revamp (BNR)The Klang Valley Stage Bus Network Revamp was introduced in December 2015 as part of efforts to improve first- and last-mile connectivity for buses by widening bus coverage and increasing its frequency and reliability. Targets under the BNR include improving bus coverage in Greater KL/Klang Valley by up to 17% and increasing the number of bus routes to 241 from 182 prior to its implementation. While still in the early stages of implementation, the BNR has reorganised existing bus corridors into eight smaller corridors comprising the:

• JalanIpohCorridor• JalanPahangCorridor• AmpangCorridor• CherasCorridor• SungaiBesiCorridor• KlangLamaCorridor• LebuhrayaPersekutuanCorridor• DamansaraCorridor

Under the BNR, specific routes have been allocated to each bus operator to allow them to improve their fleets and frequency, ultimately resulting in better service quality.

As at the end of 2015, the BNR has reduced headway during peak hours at 108 trunk routes in high catchment areas to between 5 and 30 minutes, with another 76 local routes providing first- and last-mile connectivity within shorter distances. This has been supplemented with 12 Bus Express Transit highway routes to get commuters to the city centre quickly during peak hours.

“I have used both the bus and rail in KL since I was 16. I usually travel from Ampang to Kelana Jaya on weekdays, as I don’t have a driving licence. I like travelling on the bus as it allows me to go almost anywhere and everywhere.

There is peace of mind in knowing that I’m not contributing to the bad traffic in KL, and at the same time, I’m reducing my carbon footprint. Besides that, it’s much cheaper than driving, so I get to save my money while saving Mother Earth. If my trip is planned well, I also get to save time. However, I found that the operators did not clearly explain the new bus routes introduced last year. I would also like to see better information boards at bus stops.

On a positive note, I have found bus drivers to be kind and considerate. However, they should be more strict on insisting people line up before entering the bus. Sometimes, commuters need a reminder to practise proper manners.”

KalyshaMarie Haramugam,20, Student

2015

Klang Valley Stage Bus Network Revampintroduced in dec by spad

reorganising existing bus corridors into

8smallercorridors

IMPROVING FREQUENCY AT

108routes

Ampang Corridor

Jalan Ipoh Corridor

Jalan Pahang Corridor

Cheras Corridor

Sungai Besi Corridor

Klang Lama Corridor

Lebuhraya Persekutuan Corridor

Damansara Corridor

to between

5 to 30minutes

76 routesFirst- and last-mileconnectivity provided on

10 bus stopinformation panels

INSTALLED at PASSENGER HIGH CATCHMENT AREAS BY SPAD within Greater KL/Klang Valley as part of BNR

FIGURE 9: Average Daily Ridership for All Operators Compared to November 2015 (Before BNR Exercise)

NOV 2015 DEC 2015

256,029320,149

Bus Stop Info PanelsThe lack of information on bus routes forms a major impediment for bus passengers, further exacerbating frequency and reliability issues. In a vital move to address this shortcoming, SPAD installed 10 bus stop information panels at high-traffic areas within the Greater KL/Klang Valley, as a pilot project complementing the implementation of the BNR.

The panels will help public transport users plan their journeys effectively, as route numbers and a list of bus stops will be displayed on the panels.

Feeder BusesFeeder buses play an important role in providing first- and last-mile connectivity. Designed to provide fast and reliable services, routes for feeder buses typically do not exceed 10km. Generally, this service is provided at rail stations such as the LRT, ERL and KTM. With the improvement of rail services, especially the LRT, a significant number of passengers use feeder buses. To date, 51,000 passengers use the service daily, served by 55 routes.

Performance Monitoring Hub System (PMHS) The PMHS was identified in the National Land Public Transformation Master Plan as part of efforts to monitor and review the transformation of land public transport in Malaysia. The PMHS is aimed at capturing key data to monitor land public transport systems throughout the country and identify challenges as well as areas for improvement. It is also envisioned to be used to later develop a maturity index to help measure land public transport transformation against its goals.

2014

562STAGE BUSES

belonging to8 operatorsmonitored

SPAD successfully operationalised the PMHS in 2015 with a centralised database of all public transport services monitored by the Commission, beginning with stage buses in Greater Kuala Lumpur/Klang Valley. It was operationalised that same year, providing live monitoring and performance reporting on all public transport services. The PMHS also enables the provision of real-time journey information to public transport users.

In 2015, the PMHS monitored 562 stage buses in Greater Kuala Lumpur/Klang Valley belonging to the following bus operators:

• CitylinerGoKL• CitylinerKKBB• SyarikatBasLenSeng• MetrobusNationwide• SelangorOmnibus• Seranas• SriIndahJaya• WawasanSuteraTravel&Tours

Bus operations within the Klang Valley are monitored 24 hours daily at SPAD’s PMHS centre

25%GROWTH



FUTURE DIRECTION

ISBSFThe Government is expected to release another RM142.74 million in funds for the ISBSF in 2016, which is forecast to benefit 65 stage bus operators in Peninsular Malaysia. Moving forward, the number of operators and routes (under the ISBSF initiative) is expected to trend down in line with the implementation of myBAS in Kangar, Seremban and Ipoh. However, the ISBSF will be maintained in areas not covered by the myBAS programme and will only be dissolved once the myBAS programme is fully implemented throughout the country.

MYBASmyBAS has since been rolled out in Kangar and Seremban in 2015 and in Ipoh on 1 June 2016 with plans underway to implement the service in Johor Bahru and Kuala Terengganu. For Kangar, the service has succeeded in increasing the numbers of bus passengers by 33% as of July 2016, compared to its first inception in August 2015. As for Seremban, the full implementation is progressing and is being monitored closely. Phase 1 of myBAS Ipoh covering six routes was launched on 1 June 2016 with full rollout operationalised on 1 September 2016.

BRTSPAD has already identified plans for its existing initiatives, including the addition of another 11 lines under the BRT to give buses an exclusive right-of-way separate from normal traffic. These lines comprise:

1. KL – Klang2. KL - Ampang3. KL - Taman Melawati4. KL - Puchong5. Ampang - Kepong6. Alam Damai – Kerinchi7. Kinrara – Damansara8. Putrajaya – Kajang9. Putrajaya – Putra Heights10. Shah Alam - Putra Heights11. Kota Damansara – Shah Alam

The Commission expects to issue a request for proposal by early 2017 to build the BRT along the Federal Highway for the Klang-Kuala Lumpur line. The Commission may also consider tighter enforcement by banning normal vehicles on bus lanes to improve the efficiency of bus services.

BNR In terms of the BNR, as at June 2016, bus ridership in the BNR corridors has stabilised to 327,000. Next steps will include continuous improvements to the programme, and identification of more areas that have inadequate bus services, as well as the installation of a GPS tracking device (OnBoard Unit) on all buses plying the network. The Performance Monitoring Hub System supervised by SPAD’s Control Centre will monitor the OnBoard Units, which will be installed on the buses progressively.

BSIPConcurrently, 3,000 Bus Stop Info Panels are scheduled to be installed at selected bus stops and key hubs within Greater KL in 2016, with another 3,500 to be installed in stages by 2017 under a process to be undertaken with the cooperation of local authorities. It is anticipated that by mid-2017, all bus stops with active bus service under the BNR will be installed with information panels.

FEEDER BUSES In a further effort to expand feeder bus services, SPAD has planned for the provision of feeder buses for the MRT, covering 26 routes that will serve 12 stations in the first phase of MRT service starting December 2016. An additional 22 routes will be introduced when all 31 MRT stations commence operations in June 2017. Meanwhile, the LRT Line Extension Programme has already resulted in the addition of 12 feeder bus routes served by 47 buses.

CHALLENGES

While SPAD and its stakeholders have instituted significant improvements and reforms to the bus system between 2012 and 2015, several challenges remain in ensuring the success of transforming the system. For example, although myBAS has been largely successful in increasing ridership, the system may require some refinement based on the needs of each city. Meanwhile, BRT Sunway has not recorded the expected ridership due to its relatively high fares, which are required to allow the operator to cover operation costs. However, fares may eventually decline as the service, which is still new, attracts more passengers, allowing the operator to compensate for the fares with higher passenger volumes.

SPAD’s effort to consolidate the Klang Valley stage bus operations under the BNR also proved challenging, requiring the Commission to educate both the public and operators on the need for the new system. Challenges also included the inability of some operators to meet the level of service required by SPAD, while some corridors required more resources than originally planned. For example, some operators did not possess sufficient capacity to handle higher ridership.

SPAD has taken the initiative to collect feedback from users and operators to improve the service, and is now monitoring the performance of all operators to ensure they deliver their services to the required level. Operators found to be incompetent have had their permits revoked and have been replaced with more capable operators.

In terms of feeder buses, SPAD must contend with changing the mindset of passengers who still prefer to use their personal vehicles for first- and last-mile connectivity. The reliability and frequency of feeder buses pose an additional challenge to attracting users to the service. Thus, operators must strive to adhere to schedules in order to attract users. However, this is further hampered by growing traffic congestion which makes it difficult for bus drivers to reach their destination on time.

“Before the Bus Network Revamp (BNR), buses did not run on schedule and were not very comfortable. With the BNR, the service and comfort of buses has improved, although I suggest a more affordable rate to encourage more users to take the bus.”

Mohd AMIR Akmal,assistant architect


3837

improving Land Public Transportin Iskandar Malaysia

Datuk Ismail IbrahimChief ExecutiveIskandar Regional Development Authority (IRDA)

The transformation of land public transport in Johor’s Iskandar Malaysia region by the Iskandar Regional Development Authority (IRDA) has been steadily taking place over the past few years, with efforts largely concentrated on improving bus services and routes.

The implementation of the Bas Iskandar Malaysia project in 2009 saw crucial improvements such as route network expansion and greater frequency, punctuality and reliability of buses. The project was delivered in collaboration with SPAD, local councils, and state and federal agencies through a platform known as Pasukan Pengangkutan Awam Iskandar Malaysia that is governed by the Iskandar Malaysia Transport Steering Committee.

“The Bas Iskandar Malaysia project is a provision of bus services on social routes to bridge the gap in current bus services in Iskandar Malaysia. The services cover existing populated and matured urban areas, new township areas and rural areas. The project has benefitted local communities, especially school children and the low income population,” says IRDA chief executive Datuk Ismail Ibrahim.

IRDA also put up 219 bus schedule information panels and constructed 65 new bus stops, while a further 49 bus stops were refurbished by Pengangkutan Awam Johor

(PAJ). PAJ and local councils also launched Bas Muafakat Johor and spearheaded upgrading and expansion works at several major transport terminals. To improve travel time on main bus corridors, IRDA has also introduced the Bas Express Transit (BeXTRA).

Moreover, the project included developing training modules for drivers and operators including on the SHE Code of Practice and customer service excellence. A series of programmes were carried out with local communities, developers and school children and at universities to promote and create awareness of Bas Iskandar Malaysia, BeXTRA and public transport in general.

Ridership has improved tremendously, according to Datuk Ismail. “The public transport modal split has improved from an average of 10% in 2009 to about 18% in 2015. Children in remote areas now have public transport access to schools. The public are better informed of the bus services with proper schedules and information,” he says.

Through the Joint Ministerial Committee for Iskandar Malaysia, several initiatives are being undertaken to continuously improve cross-border public transport services, among them, the Rapid Transit System (RTS) from Johor Bahru to

Woodlands in Singapore; the High Speed Rail (HSR) between Kuala Lumpur and Singapore; the cross-border stage bus service and cross-border taxi services. There is also the KTMB Tebrau Shuttle, a dedicated shuttle train service between JB Sentral and the Woodlands CIQ.

On additional plans to enhance land transport in Iskandar Malaysia, Datuk Ismail reveals, “In 2010, IRDA completed the Iskandar Malaysia Transportation Blueprint, an integrative and comprehensive document that provides guidelines in areas pertaining to public, private, freight and green transportation. It also includes the road network system and hierarchy, non-motorised transport and transit-oriented development. IRDA has also completed the Pedestrian and Cycle Lanes Master Plan in 2015, a blueprint to implement and improve pedestrian and cycle lane facilities in Iskandar Malaysia. It plays an integral part in improving last-mile accessibility and connectivity.”

Recently, IRDA announced plans for the Bus Rapid Transit (BRT) system that is slated for completion in 2020. IRDA is working with SPAD to ensure successful implementation through: timely approval of the BRT Scheme and technical and operational input during the detail design and engineering of the system; advising on the policies, rules and regulations and fare structure; project governance; evaluation of service provider, operator and so on; and being the liaison with other relevant authorities and ministries.

Datuk Ismail says that there remain challenges that need to be addressed further, specifically the funding of major public transport infrastructure projects. Despite this, IRDA will be rolling out key initiatives in the next five years. They include the aforementioned BRT, a Mobility Management System and Community Centre, green transport initiatives and taxi industry transformation. IRDA will continue to facilitate and monitor other projects in Iskandar Malaysia especially the RTS, HSR and Gemas - Johor Bahru Double Tracking projects. These projects are significant milestones in Iskandar Malaysia’s development. They will bring greater economic benefits to the region and open up greater opportunities for the people in Iskandar Malaysia.

On SPAD’s contribution to IRDA’s efforts, Datuk Ismail says, “SPAD has been very supportive in our quest to transform the industry, especially in ensuring matters pertaining to licensing are expedited to ensure timely delivery of the project. SPAD is the advisor in many initiatives that IRDA has undertaken, from legal and implementation to operational aspects.”

“The public transport modal split has improved from an average of 10% in 2009 to about 18% in 2015. Children in remote areas now have public transport access to schools. The public are better informed of the bus services with proper schedules and information.”


4039

ENHANCING NCER’SLAND PUBLIC TRANSPORT LANDSCAPETO SPUR ECONOMIC ACTIVITY

Datuk Redza RafiqCHIEF EXECUTIVE OFFICERNORTHERN CORRIDOR IMPLEMENTATION AUTHORITY (NCIA)

“Over the next few years, the land public transport landscape in the NCER is set to evolve.”

The mandate to develop the Northern Corridor Economic Region (NCER, or Koridor Utara) into a preferred destination for investment, work and living encompasses building world-class public transportation systems and facilities for better connectivity all around. To this end, the Northern Corridor Implementation Authority (NCIA) – the statutory body established to drive and carry out the NCER’s direction, policies and strategies in the states of Kedah, Perak, Perlis and Penang – has made significant progress over the past five years.

Among its achievements are the construction of the first transit-oriented development in the NCER, the Penang Sentral integrated transport terminal in Seberang Perai, a hub for rail, road (bus and taxi) and ferry services to serve not only Penang but the entire NCER. The hub also integrates retail, commercial and residential development within the planned six million square feet area.

Bus service Rapid Penang has also expanded its routes and introduced double-decker vehicles to serve more passengers, while the Bridge Express Shuttle Transit – the country’s first park-and-ride free shuttle bus service across the Penang Bridge between Seberang Perai and the Bayan Lepas Free Industrial Zone – was introduced to help reduce traffic congestion during peak hours.

The NCIA has also worked with the Penang State Government to develop the Penang Transport Master Plan (PTMP), which aims to improve the state’s present transport system. The plan has proposed several projects such as the development of LRT, monorail, tram and BRT services for a mass public transport system which will connect high-density areas to the city centre and places of interest. This also includes services to connect Penang Island and the mainland as well as a proposal for the construction of highways and roads.

The NCER has seen the completion of the electrified double-tracking railway project between Padang Besar, Perlis and Ipoh, Perak in the past five-year period. KTMB has since introduced its Electric Train Service (ETS) that connects Kuala Lumpur all the way to Padang Besar.

KTM Komuter train services were rolled out to connect Padang Rengas Station, Perak and Padang Besar Station, Perlis, transcending the boundaries of all four states in the NCER.

We have also seen the introduction of MyBAS services in the major towns of Perlis and in Ipoh, Perak. The Amanjaya bus terminal in Ipoh was launched on October 2013, connecting travellers to major cities in Peninsular Malaysia from Ipoh.

The NCIA piloted a project in providing an integrated public land transportation solution to the community in the Greater Kamunting area, which was launched on 3 March 2016. The initiative leveraged on the strength of various agencies and organisations using the National Blue Ocean Strategy (NBOS). The initiative brought together the NCIA, Prasarana Malaysia/Rapid Bus, KTMB and Majlis Perbandaran Taiping to deliver high impact, cost efficient and speedy delivery to ultimately benefit the rakyat; in this case with the introduction of an integrated public transport service in the Greater Kamunting area.

Commenting on the developments in Kamunting, NCIA Chief Executive Datuk Redza Rafiq says, “As the regional enabler we are optimistic about the collaboration that has been created from this initiative. Multiple agencies and GLCs worked hand-in-hand to introduce multimodal public transport services in the Greater Kamunting area, in line with the National Blue Ocean Strategy. This initiative served to enhance the region’s connectivity and further boost our Taiping Heritage Trail programme. Since the launch, the year-to-date ridership on Rapid Kamunting as at 31 July 2016 stood at 136,728 passengers with an average daily ridership of 918 passengers and increasing.”

Over the next few years, the land public transport landscape in the NCER is set to evolve. Datuk Redza says there are plans to continue enhancing the public transport connectivity in the Northern Corridor. As such, the Chief Executive anticipates an increase in capital investment by Federal and State Governments in providing infrastructure for land public transportation systems. There will also be a push to encourage and incentivise a clean and green public transportation system via the use of electric trains and buses.

To ensure that future developments are carried out smoothly, he says, “It is imperative that from the outset, we have the buy-in from all stakeholders. Such concerted efforts and collaboration will ensure that objectives are well-placed and well-planned and eventually achieve the seamless delivery of our initiatives.”

He adds that other challenges which need to be addressed further are poor inter-connectivity between services and coverage of services to the more populated areas and areas of interest, as well as encouraging the people to use public transport, which requires education and creating awareness.

RAILING UP:STRENGTHENING THE MASS TRANSIT BACKBONE


4443

“Malaysia’s inter-regional rail network in particular is currently under-utilized as it does not meet the expectations of the twenty-first century population. The inter-city rail service enhancement will work holistically towards addressing the quality of service levels, travel times and frequency of service in order to enhance the overall experience of travelling by rail. Synergies between rail services and other transport segments will be explored. The completion of electrification of the inter-regional rail network will also allow for significant service enhancements to be made. These service enhancements, which may require public funds, will also include a performance management system to ensure that the investments deliver return by raising reliability and customer satisfaction.”


RAILING UP:STRENGTHENINGTHE MASSTRANSIT BACKBONE

9 The LRT Line Extension Project, extending the Ampang-Kelana Jaya line to Lembah Subang and Putra Heights, commenced operations in June 2016 10 Government Transformation Programme Annual Report 2014

INTRODUCTION

The rail network has always been the backbone of Malaysia’s economic growth and prosperity. Predominantly used to connect major cities for the transport of goods, it was once Malaysians’ choice for cross-country travel. However, the rise in household incomes and population growth that followed the previous decades of economic boom paved the way for car travel to be the preferred and more economical mode of travel. An increase in affluence, the reduction of household sizes, the availability of more affordable cars and advancement in the highway network across the country saw more cars on the road.

By the time the National Land Public Transport Master Plan (NLPTMP) was conceived, the standard of public transportation in Malaysia had become of concern to the rakyat. However, studies showed that in locations where the most demand was most concentrated, rail travel was found to be most effective.

For the Greater Kuala Lumpur/ Klang Valley (GKL/KV) region, the rail network had become over-burdened and could not keep up with evolving trends in population development and increased travel demand. Moreover, the system had been poorly

maintained and received little upgrade over the years. The KTM Komuter, for instance, runs on rail corridors that are the oldest in the country, while as at the end of 2015, the light rail transit (LRT) system had not received any major extensions since its construction almost 20 years prior9.

In an effort to address these challenges, a 20-year Urban Rail Development Plan, which forms part of the GKL/Klang Valley Land Public Transport Master Plan, was established and targeted to increase capacity, provide service quality upgrades and maintain consistent service, as well as to further enhance the system’s capabilities.

For the rest of Peninsular Malaysia, independent initiatives are also underway to expand and enhance the rail network. These include the implementation of the Gemas – Johor Bahru electrified double line project, the rehabilitation of the existing KTM tracks between Tumpat and Gemas, the Kuala Lumpur-Singapore High Speed Rail (HSR) project and the East Coast Rail Line (ECRL) from Tumpat – Terengganu – Kemaman – Kerteh – Kuantan – Kuala Lumpur.

38 units of six-car sets (scs)Electric Multiple Unit (EMU)are put into operation on 8 March 2012

sg. gadut rawangpelabuhan klang batu caves

servicing routes:

ridership:

34.8 million(2012)

49.6 million(2015)

Servicepunctualityimproved:

76%

90%maximum frequency during peak operating periods of:

15minutes

INITIATIVES

Urban Rail Development Plan as part of the Greater Kuala Lumpur/Klang Valley Land Public Transport Master Plan

Keretapi Tanah Melayu Berhad (KTMB) Service Enhancement

KTM KOMUTERThe KTM Komuter service runs on one of the oldest corridors in the country. Its service had become overwhelmed by shortage of capacity and ageing of its assets. The aim is to upgrade the KTMB services both interstate and within the GKL radial corridors. The current KTM Komuter lines were first introduced in 1995 and were intended to serve Rawang in the North, Seremban in the South, Sentul in the East and Port Klang in the West. Concurrently, both the STAR and Putra LRT systems also commenced operations in the city. Following these services, the KL Monorail was built over an elevated track and covered over 8.6km across Kuala Lumpur.

By the time the Urban Rail Development Plan was conceived, the Government had identified several key issues after assessing existing KTM stations, facilities, access and feeder services. This included the need to improve headway for the trains’ arrival and to increase the number of car sets to raise capacity.

As at 2015, the KTM Komuter service had greatly improved, with headway reduced from 30 minutes to 15 minutes. In 2014, load factor for the KTM Komuter had also improved to 92% according to traffic surveys, while on-time performance during AM Peak hours rose to 97.5%10. Although the Urban Rail Development Plan had targeted to cut headway on inner city lines to less than 10 minutes, this was a marked improvement in the quality of the KTM Komuter service.

The reduction in headway was a result of the Government’s aggressive investment in adding new car sets to the service. In 2012, KTMB invested RM1.8 billion on 38 units of six-car sets that are now servicing the Sg Gadut – Rawang and Pelabuhan Klang – Batu Caves routes.

SUBANG SKYPARK LINKThe SkyPark Link is the development of a rail line connecting KTMB’s station in Subang Jaya to the SkyPark Terminal at the Sultan Abdul Aziz Shah Airport. The Government awarded the project to Konsortium SkyPark Link Sdn Bhd and Lion Pacific Sdn Bhd to build the 4.09km electrified double railway track and other associated works. The project is targeted for completion by January 2017 based on approvals by the Ministry of Transport.

2013 20152014

Construction of the Skypark Link

Prime Minister grants final approval for Railway Scheme on 20 April 2014

Construction works ongoing. Targeted to be completed by JANUARY 2017


4645 RAILING UP: STRENGTHENING THE MASS TRANSIT BACKBONE

Extension of Existing Rail LinesTo accommodate underserved, yet highly populated areas, both LRT lines – Kelana Jaya and Ampang – were extended. In 2015, the Ampang Line extension running from Sri Petaling through to Bandar Kinrara was successfully completed and the entire extension was opened to the public on 30 June 2016.

Additional car sets were also rolled out to increase the daily passenger capacity and improve ridership. Prasarana Malaysia Berhad (Prasarana), the operator and owner of the LRT system, increased the capacity of the Kelana Jaya Line by an additional 35 four-car sets in 2012. This led to increased frequency and ridership, while maintaining service punctuality at 99%.

The extension of the LRT routes saw the procurement of 14 additional sets of INNOVIA Metro-300 four-car trains for the Kelana Jaya Line in 2014. The increase in train sets will help Prasarana meet the committed 180-second headways and the subsequent projected rise in ridership.

For the Ampang Line, 30 new sets to replace the existing fleet and 20 additional train sets to cater for the extended Ampang Line were procured, with Prasarana receiving the first set of new six-car trains in January 2015 .

12newfour-car revenueservice vehicles

added by Syarikat Prasarana Negara Berhad to increase capacity of kelana jaya line

35 4-carsets

improved ridership of:

4.8 millionpassengers in january

6.8 millionpassengers in december

Frequencyduring peak hours improved to :

2.5minutes

Service punctuality:

99%

kelana jaya line:2012

14 4-cartrain sets

ORDERED TO CATER FOR LRT EXTENSION

kelanajaya line

30 light railvehicles

ORDERED TO REPLACE EXISTING TRAINS

20 LIGHT RAIL VEHICLES

ORDERED TO CATER FOR LRT EXTENSION

ampang/ SRI PETALING

LINE

2014

PROPOSED KVMRT LINE 2 52.2kmTOcover

37comprising stations

MonorailIn 2011, Prasarana ordered 12 new four-car train sets as part of a capacity expansion plan for KL Monorail. However, due to a delay, only five trains were delivered as of end-2015. Moving forward, both Prasarana and the manufacturer are working closely to ensure delivery by 2017.

Express Rail LinkIn the midst of the Asian Financial Crisis, Express Rail Link Sdn Bhd was the first company to introduce high-speed rail services in Malaysia. Its two flagship services – the KLIA Ekspres and the KLIA Transit – were launched in 2002. The KLIA Ekspres is a daily high-speed, non-stop air-rail connection between KLIA and KLIA2 and the Kuala Lumpur City Air Terminal in KL Sentral. Meanwhile, the KLIA Transit is a commuter service that stops at three intermediate stations in Bandar Tasik Selatan, Putrajaya/Cyberjaya and Salak Tinggi.

As at 2015, the services gained traction among commuters and the company purchased four new CRS Electric Multiple Units and two new ERL Electric Multiple Units to expand its existing fleet of trains.

MRTThe MRT project was approved by the Government in December 2010 as a project under the National Transformation Programme’s Greater Kuala Lumpur/Klang Valley National Key Economic Area to ease congestion and provide commuters to the city centre with a comfortable, efficient and environmentally sustainable mode of public transport. The Sungai Buloh-Kajang MRT Line 1 was launched on 8 July 2011 and MRTCorp was set up in September 2011 to spearhead the project.

True to the plans outlined in the Urban Rail Development Plan, the proposed Klang Valley Mass Rapid Transit (KVMRT) Line 2 was granted final approval under the Railway Scheme in 2015. Line 2 will connect developing areas such as Sungai Buloh and Kepong with KLCC, the upcoming Tun Razak Exchange and Bandar Malaysia, and onwards to Seri Kembangan, Serdang and Putrajaya. The proposed line will span 52.2km with a total of 37 stations.

“Driving to work meant starting my day feeling stressed out due to having to deal with heavy traffic conditions. And so, I decided to switch to taking the LRT, especially after the Kelana Jaya LRT extension opened, affording me access to not one, but three stations from my residential area. Furthermore, from my workplace, the LRT station is but a five-minute stroll away.

In my morning commute on the LRT, I love that I am able to catch up on work emails and some reading – perhaps I will get to complete 10 books in a year! Also, taking the train allows time for reflection and meditation, which help reduce stress. Moreover, I am able to save a few hundred ringgit each month by taking the LRT – for these reasons and more, I will continue to use the LRT as my primary means of getting to work.

That said, I would suggest that during peak hours that four-car trains be used instead of two-car trains so as to cater to the surge in demand. Another thing to consider for peak hours is to run particular trains to stop only at the most important stations along the Kelana Jaya line – doing so could potentially reduce travel time from Subang to the city centre, for instance.

Thanks to SPAD’s efforts, the Klang Valley’s public transportation system has made significant strides in becoming more streamlined, evidenced in both the ticketing system and travel transitions, be it from one train line to another, or from trains to buses and the monorail. Unlike before, the daily commute today on public transportation is largely effortless. SPAD has also ensured that future MRT lines will be integrated with existing tracks, and it’ll be exciting to see how the MRT will reshape the greater KL transportation landscape for the better.”

Lynn Lim,34, Manager

to replace the existing 2-car system

“I take the Electric Train Service (ETS) to go back to my hometown of Ipoh, Perak to visit my family. Overall, the services are efficient and trains usually depart and arrive within 10 minutes of their estimated arrival time. Although every now and then there are delays and unforeseen incidents, the ETS remains a largely reliable form of public transportation for me. Instead of going through the hassle of driving or taking the bus, I get to sit back, relax, and travel in comfort in an air-conditioned coach, all while having a snack and watching a movie. In 2.5 hours I am at the Ipoh Railway Station instead of being stuck on the highway. However, the train collision incident earlier this year has caused some concern on the safety of the ETS among regular users of the service. Nonetheless, I believe in the future more people would opt for the ETS provided routes are extended to the Southern Region namely Seremban, Melaka and Johor, and once frequency and capacity are further increased. It can get quite busy on the ETS over the festive season and school holidays but KTM has managed this well by providing extra coaches. Moving forward, I would like to see more variety in the movies that are being played on the train and the food selection offered. Plus, I hope the food and drinks will be more reasonably priced.”

Shireen Koshy,40, Copy Editor



The Rest of Peninsular Malaysia

KTMB Service Enhancement

ELECTRIFIED DOUBLE TRACKING PROJECTAND ELECTRIC TRAIN SERVICE The introduction of the Electric Train Service from Kuala Lumpur to Ipoh and Seremban to Ipoh in 2010 signified the beginning of a new era in the provision of KTMB services. Upgraded tracks as a result of the Electrified Double Tracking project meant that newer, faster trains could serve passengers.

To enhance the current rail network, KTMB has focused on the expansion of its ETS fleet as well as the addition of more routes. The arrival of new ETS trains has greatly improved intercity connectivity in Peninsular Malaysia and reduced travel time by more than half. As a result, the ETS now covers locations farther north and south of the original ETS offering. In 2015, services due North via Kuala Lumpur – Padang Besar, Ipoh – Butterworth and Butterworth – Padang Besar commenced in July, while services to the South via Seremban – Gemas started in October.

Connectivity has further improved with KTMB’s ongoing efforts in its Electrified Double Tracking (EDT) project between Ipoh and Padang Besar, as well as from Seremban to Gemas. On 6 July 2015, the Prime Minister approved the complete opening of both lines.

The extensions of the Ipoh – Padang Besar and Seremban – Gemas lines saw the installation of new electrified double tracks and stations as well as signalling and communications systems. The project included the construction of 329km of electrified double tracks and 23 new stations for the Ipoh – Padang Besar leg, while the Seremban – Gemas extension involved 94km of electrified double tracks and the construction of six stations.

KTM KOMUTER – NORTHERN AND SOUTHERN SERVICESOn 11 September 2015, the Northern Komuter Service between Kamunting and Gurun commenced operations. Beginning with 14 trips a day, KTMB increased the frequency to 44 daily trips due to the growing demand for the service from commuters. As at the end of 2015, the service recorded ridership of 63,246.

This was followed by the commencement of the Southern Komuter Service connecting Seremban and Gemas on 10 October 2015 through 50 daily trips. It has recorded ridership of 44,168.

TEBRAU SHUTTLE In July 2015, KTMB introduced the Tebrau Shuttle service to reduce the congestion between the JB Sentral Station in Johor Bahru and the Woodlands Station in Singapore. The service commenced with 22 daily trips, ferrying 433,093 passengers.

ipoh padang besar

329kmof Electrifieddouble tracks

23new stations

seremban gemas

94kmof Electrifieddouble tracks

6new stations

ridership: 63,246SEPT-DEC 2015

44,168Oct-Dec 2015

44trips

50trips

daily trips of:

northernkomuter service

southernkomuter service

EDT EXTENSIONS:

ridership:

433,093July - Dec 2015

dailytrips22



FIGURE 10: Average Daily Ridership for GKL Rail, KTMB ETS & KTMB Intercity 2010 - 2015

Malaysia – Singapore High Speed RailThe Southern Corridor High Speed Rail (HSR) Kuala Lumpur – Singapore project is one of the Entry Point Projects of the Economic Transformation Programme that aims to improve both the economic dynamism of Malaysia’s capital city as well as its liveability rankings relative to other global cities. The HSR will cut travel time between the two countries to 90 minutes from five to six hours currently using cars/buses. The trains will run at a top speed of more than 300km/h. The HSR will have eight stations – the termini in Bandar Malaysia and Singapore, and six intermediate stations in Putrajaya, Seremban, Ayer Keroh, Muar, Batu Pahat and Iskandar Puteri. The joint implementation of the HSR project by Malaysia and Singapore and the high-speed connectivity are significant demonstrations of effort towards economic integration, instilling ease of performing business in this region and investment confidence.

Malaysia – Singapore Rapid Transit SystemThe Rapid Transit System (RTS) is a railway system connecting Bukit Chagar, Johor Bahru in Malaysia and Woodlands in Singapore that is due to be completed by 2024. The Phase 1 Engineering Study was jointly commissioned by the Malaysian and Singaporean Governments on 2 May 2012 and was completed and endorsed by the Joint Ministerial Committee (JMC) in December 2013 and January 2014 with 29 options for the crossings over the Straits of Johor.

8 stationsdetermined

bandar malaysia putrajaya seremban ayer keroh

muar batupahat

iskandarputeri

Singapore

KLIATRANSIT

KLIAEKSPRESS MONORAIL KELANA

JAYA LINESRI PETALING/AMPANG LINE

KTMBKOMUTER

KTMBETS

KTMBINTERCITY

2010 2011 2012 2013 2014 2015

14

12

10

8

6

4

2

11,552

8,37210,096

7,4056,089

5,520thou

sand

s

Compound Annual Growth Rate (2010-2015): -13.73%

2010 2011 2012 2013 2014 2015

6

5

4

3

2

1 588

3,2332,499

4,282 4,6355,643

thou

sand

s

Compound Annual Growth Rate (2010-2015): 57.20%

2010 2011 2012 2013 2014 2015

700

600

500

400

300

200

100

469,394524,208511,195

588,957618,127

631,680

thou

sand

s

Compound Annual Growth Rate (2010-2015): 6.12%


5251

FUTURE DIRECTION

Klang Valley/Greater Kuala Lumpur

Klang Valley Double TRACK UPGRADEFrom 2016, KTMB will be undertaking the Klang Valley Double Tracking (KVDT) project targeted for completion in November 2019. Aimed at reducing the headway by half from 15 minutes in 2015, the project will involve the laying of new tracks, replacement of 20-year old signalling equipment, installation of radio systems, upgrading of 16 stations and the construction of a new feeder station in Sentul to generate more electricity to increase the frequency of trains.

The project will be carried out in four phases involving the following areas:

• PHASE1A:[Rawang–SimpangBatu]Rawang–Kuang–SungaiBuloh–KepongSentral – Kepong – Segambut

• PHASE1B:[KualaLumpur–SimpangPelabuhanKlang]KualaLumpur–KLSentral• PHASE2: [SimpangBatu–KualaLumpur]Segambut–Putra–BankNegara–

Kuala Lumpur• PHASE3:[Sentul–SimpangBatu]Sentul–Putra–Segambut• PHASE4:[SimpangPelabuhanKlang–SalakSelatan]KLSentral–MidValley–

Seputeh – Salak Selatan

In May 2016, the Southern Komuter Service was realigned to run from Batu Caves to Tampin to accommodate the KVDT rehabilitation exercise.

RAILING UP: STRENGTHENING THE MASS TRANSIT BACKBONE

CHALLENGES

While the urban rail system has seen tremendous improvements over the past five years in comparison to the past 20 years since the LRT was first introduced, there is still more to be done, not only for Greater Kuala Lumpur but also for the rail network across the country. While urban rail services show an increasing trend in ridership, inter-city travel certainly demonstrates room for improvement (see Figure 10). The introduction of the Northern and Southern Komuter services as well as the Electric Train Service is expected to address commuter needs in this segment.

The projects planned for the country’s rail network are thus aimed at addressing challenges such as connectivity, integration, city congestion and liveability factors. Some of the more transformative rail projects to address these concerns include projects such as the MRT and LRT Line Extension. Serving densely populated corridors in the GKL region, these projects are aimed at reducing traffic congestion within the city while offering commuters better travel experiences.

With better connectivity and integration expected to result in increasing ridership, SPAD recognises the need to improve conditions of ageing tracks and assets to ensure service reliability. The Commission will continue to work closely with all rail operators to take proactive measures in preventing service disruptions or breakdowns.

Once developed, the HSR and ECRL will unlock economic growth potential across towns and cities outside the GKL area while also providing greater travel options for commuters.

The Malaysia – Singapore Rapid Transit System (RTS) meanwhile, is meant to reduce congestion at Woodlands and to facilitate easier travel between Singapore and Johor Bahru for tourists and those working in Singapore and Johor Bahru, while the HSR will further provide fast, convenient connectivity, not just between Singapore and Kuala Lumpur for the cross-border service, but also to the towns in between via the domestic service.

LRT Line 3On 6 November 2015, the Government approved the LRT Line 3 under the Railway Scheme. This project will involve the construction of a new LRT line from Bandar Utama to Johan Setia, Klang. The 37.2km track covering 26 stations will be operational by August 2020. It is hoped that the implementation of this line will improve linkages to Shah Alam and cater to growing demand.

ERLThe trains under the ERL’s fleet expansion will be ready for operation on a progressive basis by the end of 2016 and are now undergoing factory acceptance tests.

New Urban Rail Lines By the end of 2016, the Phase 1 Sg Buloh – Semantan Line of the Klang Valley Mass Rapid Transit Line 1 will be fully operational and running while the Phase 2 Sg. Buloh – Kajang Line is expected to commence operations starting July 2017. Construction is ongoing as scheduled.

Under the Urban Rail Development Plan, to further enhance connectivity in the GKL area, the proposed MRT Line 3 (Circle Line) is currently undergoing a feasibility study by MRT Corp. This line will cater for orbital movements around the Kuala Lumpur City Centre. It will also provide links to key major developments identified in the DBKL City Plan as well as areas that are currently underserved.

MRT Corp hopes to complete its feasibility study on the MRT Line 3 by year-end for submission to SPAD. Also known as the Circle MRT Line, it is expected to connect the central region of Klang Valley with existing lines in achieving wider connectivity and integration.

A corridor demand assessment and feasibility study is expected to be conducted on the viability of a Putrajaya-Cyberjaya tram system expected to link Putrajaya Sentral and the MRT Line 2.


5453

The Rest of Peninsular Malaysia

Gemas – JB Electric Double Tracking ProjectWork on the Gemas - JB track targeted to commence at the end of 2016 will result in a complete electric double track for the West Coast of Malaysia. The EDT project includes 197km of train tracks and 11 stations between Gemas and Johor Bahru. The Prime Minister granted conditional approval for the Railway Scheme for this project on 2 July 2015. The implementation of this project will commence upon the completion of a public display and approval of the final Railway Scheme by the Ministry of Transport. Ten units of six-car electric train sets have also been ordered to improve the ETS.

Malaysia – Singapore RTSAt the 12th JMC meeting held in Singapore on 8 March 2016, it was agreed that the consultant for the RTS project will start the Phase 2 Detailed Engineering Design Study with two preferred options, which are the high bridge by Malaysia and the low bridge by Singapore.

On 26 April 2016, both SPAD and Singapore’s Land Transport Authority (LTA) jointly appointed AECOM to commence Phase 2 and to develop the Preliminary Design for the decision by both the Malaysia and Singapore Governments on a single option by the end of December 2016.

Malaysia – Singapore High Speed RailOn 19 July 2016, Malaysia and Singapore signed a Memorandum of Understanding (MOU), which reflects the outcome of extensive discussions between officials from both countries. The MOU captures the key points of agreement on the project, which include the technical parameters, commercial model, customs, immigration & quarantine (CIQ) clearance, safety and security matters, and regulatory framework, as well as project management. The MOU will guide the development of a legally binding Bilateral Agreement to be signed by both Governments towards the end of 2016.

East Coast Rail LineThe East Coast Economic Region (ECER) is an area covering more than 66,000 sq km across the Eastern Coast of Peninsular Malaysia, traversing the states of Kelantan, Terengganu, Pahang and the district of Mersing in Johor. In line with the aspirations of the National Transformation Programme, the ECER focuses on unlocking growth in economic clusters including manufacturing, oil, gas & petrochemicals, tourism, agriculture and human capital development. The ECER Master Plan, formulated as a basis to guide the development of the ECER until 2020, identifies projects and programmes to reduce regional socioeconomic disparities, eradicate poverty and improve income and wealth distribution in a sustainable manner 11.

Infrastructure development is critical to the growth of the ECER and the East Coast Rail Line was thus identified as a high impact infrastructure project that will eventually form the backbone of the ECER multimodal transport infrastructure, complementing existing expressways such as Lebuhraya Pantai Timur and the existing KTMB East Coast Line, as well as improving access to the ports.

Envisaged as a key socioeconomic enabler in the region, the ECRL is expected to boost connectivity between industrial areas, economic centres and ports, as well as provide passengers with an alternative travel option. In building a business case, an ECER feasibility study points out that the ECRL is likely to result in lower transportation costs for freight (40% to 50% lesser compared to road transport) and passenger services (30% to 50% compared to travelling by car), provide improved access to 10 East Coast industrial hubs and reduce economic inequality by connecting more people to jobs, and bringing more capital to the ECER. Another compelling factor lies in the fact that rail is a more efficient and environmentally sustainable transport mode.

RAILING UP: STRENGTHENING THE MASS TRANSIT BACKBONE

The Commission and the ECER Development Council (ECERDC) jointly launched a market sensing exercise to gauge market interest in and views on the ECRL on 15 March 2016. A total of 27 submissions were received from companies and consortia across South East Asia - six from Europe, two from East Asia and one each from South Asia, North America and Australia, representing entities dealing with infrastructure and construction, technical consultancy, rolling stock, systems and project financing.

OTHER STUDIESSPAD will conduct several studies which are targeted for completion in 2017:

• KualaLumpurTramFeasibilityStudy: The KL Tram Feasibility Study intends to consider trams as a viable alternative for a more efficient and environmentally friendly mode of public transport in order to transform Kuala Lumpur into the most livable city in Malaysia. The purpose of the study is to investigate and determine the viability of having and operating tram services in the Kuala Lumpur City Centre with specific reference to its real passenger demand, the projected economic impact and benefits, and the technical and financial transportation measures required to support the operations of the trams. Overall completion of the study is targeted for the end of January 2017

• GreaterKL-UrbanRail’sFirst-Last-Mile(FLM)ImprovementStudy: The aim of this study is to set long-term priorities and plans for GKL’s FLM accessibility, connectivity and coverage through comprehensive pedestrian, cycling and bus network improvement measures. Concurrently, SPAD is planning to roll out a series of pilot FLM projects that aim to improve GKL’s FLM accessibility using smaller public transport vehicles. The first FLM pilot route (Kelana Jaya

LRT station – Setia Jaya KTM/BRT station via Kelana Jaya City Centre) will be launched in the last quarter of 2016 for a minimum duration of three months

• Train Operation and Infrastructure Management Regulatory FrameworkStudy: In order to further enhance policies that were outlined in the National Land Public Transport Master Plan, the Train Operation and Infrastructure Management Regulatory Framework (TOIMRF) study plans to look at mechanisms to efficiently regulate railway operation and asset management in Malaysia. The study will look into aspects such as legislative and governance structures, capacity management, and safety and interoperability of various railway systems. Upon conclusion of the study, proposed subsidiary legislation will provide a framework for optimised utilisation of railway assets, which are needed to address growing demand for passenger and freight services along with enhancing competitiveness among industry players

• MalaysianRailwayStandardsStudy: The aim of the project is to produce a set of performance-based technical standards that will be mandatory for Railway Project Owners and Licensed Operators in Malaysia. The standards will ensure a streamlined approach to railway construction and operation which will protect Government and public interest. Among areas that will be included in the standards are safety, accessibility, reliability, availability, maintainability, quality and interoperability of the railway systems. The project is expected to be completed in December 2016

11 Source: East Coast Economic Region website (http://www.ecerdc.com.my)


5655

Imagine this: by the year 2020, there will be an estimated 10 million people living in the Klang Valley, all of whom will travel around the Greater Kuala Lumpur area by car. With such growth, both in population and in the number of cars, the roads will not be able to accommodate all these vehicles that will be making their way in and out of the city. Traffic conditions will only get worse and perhaps even be gridlocked for long periods.

“Mass Rapid Transit Corporation Sdn Bhd (MRT Corp) envisions that the Mass Rapid Transit (MRT) will be a solution to traffic congestion by reducing the number of people having to rely on private cars for commuting,” says MRT Corp CEO Dato’ Sri Shahril Mokhtar.

MRT Corp has estimated that some 400,000 people will utilise the MRT Sungai Buloh – Kajang (SBK) line once it commences operations. To add to that, when the MRT Sungai Buloh – Serdang – Putrajaya (SSP) line comes online in 2022, it is projected that 529,000 users will use it daily.

Besides being a solution for transportation needs, Dato’ Sri Shahril says that the MRT project will create employment opportunities for an estimated 130,000 people. This in turn will generate a Gross National Income (GNI) of between RM3 billion and RM4 billion per annum from construction and operations alone from 2011 till 2020.

Furthermore, aside from improving connectivity and spurring economic growth, the MRT is anticipated to result in a host of other benefits such as higher productivity gains and a better quality of life.

“For example, with travel time reduced, as people are no longer stuck in traffic jams, productivity is expected to increase to 280 million hours annually. This will translate to RM20 billion per annum in time savings,” he says.

“The MRT will certainly be at the forefront of changing the landscape of land public transport in Malaysia. With high levels of reliability, safety and integration, hopefully the MRT will be able to shift the rakyat’s mind-set towards utilising it.”

Moreover, the MRT has also been a catalyst for the move towards Transit-Oriented Development. The success of the MRT in the Klang Valley will certainly pave the way for similar projects in other urban areas in Malaysia, he continues.

As at the end of 2015, the MRT SBK line was 77.77% completed with the entire elevated guideway construction and tunnel excavation works concluded in August and April of 2015, respectively. Structures for all elevated stations have been built except for the Kajang Station, while architectural builder and mechanical and electrical (M&E) works are underway for the stations. The Kajang Station is now about 30% complete.

Meanwhile, underground works have progressed well and are now at 83.9%. Excavation work for all seven underground stations has been completed and work is now in progress at the Paid Linkway to Merdeka Station, the subway at the Bukit Bintang station and entrances at the Maluri station.

Over at the MRT SSP line, the Public Inspection required under the Land Public Transport Act 2010 was carried out between 15 May 2015 and 17 August 2015. The SSP Line Railway Scheme was given final approval on 7 October 2015. Procurement and land acquisition processes are in progress.

“I believe there were two critical success factors in the implementation of the MRT project. Firstly, the structure of the MRT project, with the MRT Executive Committee chaired by the Chief Secretary to the Government, has enabled efficient decision-making and problem solving, especially in those areas involving various parties and Government agencies,” Dato’ Sri Shahril says.

He continues that the committee comprises heads of agencies and authorities. Any issues arising can be resolved at the highest level through this forum, thus ensuring construction of the MRT runs according to schedule. In addition, its Project Delivery Partner has provided strong project management expertise that has resulted in timely delivery by contractors. Moreover, the rapport between MRT Corp and SPAD has been paramount in running the project smoothly.

“The Urban Rail Development Plan (URDP) is important in ensuring that an integrated rail network system with good connectivity is developed. The MRT project is a critical component of the Klang Valley Urban Rail Network. What’s more, SPAD was also the authority to give final approval to both the SBK and SSP Line Railway Schemes. Thus, we had to work closely to obtain the final approval as efficiently as possible,” explains Dato’ Sri Shahril.

It should also be noted that SPAD chaired the MRT Technical Committee, which met to solve all project-related issues and guaranteed a seamless process in executing the project.

As the value of the tenders could reach billions of ringgit, a strict tender evaluation process was established to ensure transparency in administering the tender awards.

All contracts that are submitted to MRT Corp are first evaluated by the Working Committees, which oversee technical, commercial, legal, financial and offset evaluations. Once completed, the tender is passed to the One Stop Technical Committee (OSTC) for the next stage of evaluation, followed by the One Stop Procurement Committee (OSPC). The OSPC comprises three levels which evaluate the tenders based on their value.

The first level (OSPC I), which is for contracts above RM300 million, is chaired by the Prime Minister, who is also the Minister of Finance. The second level (OSPC II), for contracts valued between RM50 million to RM300 million, is chaired by the Minister of Finance II, whereas contracts valued below RM50 million are evaluated by OSPC III, chaired by the Secretary-General of the Treasury.

A project of such size and magnitude as the MRT however, has seen its share of challenges. These included building through very developed urban areas, making construction a challenge as there was limited space to work with. This also made safety a big concern as the construction took place in an area where people come and go, 24 hours a day, seven days a week. MRT Corp addressed this by implementing high safety standards at the construction site together with various other measures such as Traffic Management Plans and awareness programmes with the public.

“MRT Corp places a lot of importance on Safety, Health and Environment (SHE).Currently, the construction industry in Malaysia has a very low understanding on SHE. MRT Corp together with its Project Delivery Partner initiated collaboration with CIDB Malaysia and NIOSH Malaysia to further improve education in safety for the MRT project.”

“This collaboration set a benchmark for Malaysia’s safety standards in the construction industry, inadvertently becoming a reference point for other players in the construction industry to improve their safety standards,” explains Dato’ Sri Shahril.

Learning from the experience of constructing the SBK line, MRT Corp has introduced five major initiatives to boost SHE standards for the construction of the KVMRT. They are Construction Design Management, Specifications and Contractual Obligations, SHE Performance Scheme, Safety Passport Scheme, and Master Trainer Programme. The initiatives are not only aimed at reducing the number of incidents at the MRT project worksites but also at developing a culture of ownership on SHE aspects by the Work Package Contractors.

Moving forward, Dato’ Sri Shahril would like to see the MRT project as the project that sets the benchmark in terms of project management, delivery of the project and also in terms of integrity and good governance. For the size and value of the project that is based on utilising public funds, it is important to ensure that there is a high level of transparency.

“Ultimately, the proof of any pudding is in the eating. For the MRT project, the proof of MRT Corp’s success is of course in its timely delivery, within the stipulated budget, and in the working of the railway system. I am confident that we will be able to achieve this,” he says.

MRT at the Forefrontof Land Public TransportTransformation

Dato’ Sri Shahril MokhtarChief Executive OfficerMASS RAPID TRANSIT CORPORATION SDN BHD (MRT CORP)


5857

ECRL to CatalyseSocioEconomic Development in the ECER

Land connectivity is a vital component of a location’s socioeconomic development. This is a key area that the East Coast Economic Region Development Council (ECERDC) has been working on in order to correct the regional imbalances between the West Coast and the East Coast Economic Region (ECER), which covers Kelantan, Terengganu, Pahang and the Mersing district of Johor, a 66,000 sq km area that makes up half of Peninsular Malaysia.

A significant project that ECERDC is currently embarking on with SPAD is the proposed implementation of the East Coast Rail Line (ECRL), which will be a major provider of alternative land transportation to the East Coast of Peninsular Malaysia.

CEO of ECERDC Datuk Seri Jebasingam Issace John says, “The ECRL will provide rail connectivity from the Klang Valley to Kuantan, up along the coast to Kuala Terengganu and Kota Bharu and will connect Malaysia to Thailand, and run all the way to Kunming in China. Given ECER’s wealth of natural resources and land availability, with the completion of the ECRL, it will be cost effective for investors – domestic or foreign, including those looking at expansion or relocation – to develop their businesses in the region as they will have easy access to raw materials.”

The total socioeconomic benefit of the ECRL is estimated to be RM50 billion over 54 years. “This will open up a large market, increase trade, connect key economic areas in the region, lower transportation cost and enable business growth,” says John. “Once completed, it will be a more efficient and environmentally sustainable mode

of transportation to facilitate movement of goods such as iron ore and bulk cargo. At the same time, jobs from construction and operations will be generated.”

Moreover, those who wish to travel to the Klang Valley and vice versa will be able to do so on the ECRL in half the time – it will only take six hours to travel from Kuala Lumpur to Tumpat in Kelantan compared to 12 hours on the current railway system.

The project will follow on from existing initiatives to increase accessibility particularly to rural and deprived areas, reduce travel time and vehicle operating costs and promote the sustainable development of the region by enhancing the use of public transport.

Datuk Seri Jebasingam says, “The major challenge, other than improving land connectivity, is of course, improving public transportation in the ECER. Although the need is not as pressing as compared to the West Coast, better and further reaching public transportation will go a long way in reducing the socioeconomic disparity between rakyat in the rural areas and urban centres.”

In view of this, since 2010 the ECERDC has spearheaded roadworks such as the Central Spine Road and the East Coast Expressway, which will extend the reach of the East Coast Expressway along the coast through Terengganu to Kota Bharu, Kelantan. Aside from better road systems, public transportation such as the Rapid Kuantan bus service was launched in 2012, providing coverage to areas that were hitherto unserviced.

The following year saw the completion of Jengka Sentral, an integrated public transport terminal in Bandar Tun Abdul Razak in Jengka, Maran – the terminal is a one-stop centre equipped with public amenities for locals, bus operators and business operators.

Going forward, those residing in the ECER can anticipate improved quality of life with well-developed access to public transportation and improved overall connectivity. This “will enhance the logistics chain and support development of the regional economy”, says Datuk Seri Jebasingam.

“This will result in the creation of more job and business opportunities for the rakyat. To date, with the Government’s support and infrastructure projects implemented, ECER has been able to draw foreign and domestic investments of RM90.8 billion, generating more than 97,000 job opportunities for the rakyat. By 2020, ECERDC aims to attract RM110 billion in investments and generate 200,000 job opportunities.”

“The ECRL will provide rail connectivity from the Klang Valley to Kuantan, up along the coast to Kuala Terengganu and Kota Bharu and will connect Malaysia to Thailand, and run all the way to Kunming in China.”

Datuk Seri Jebasingam Issace JohnCHIEF EXECUTIVE OFFICER, East Coast Economic Region Development Council (ECERDC)

RAISING STANDARDS OF THE TAXI INDUSTRY


6261

RAISING STANDARDSOF THE TAXI INDUSTRY

“The Taxi Transformation Plan (TTP) is to set the basis for the development of taxi services in the Greater Kuala Lumpur/Klang Valley region. Its purpose is to define the standards based on international best practices that should be adopted for taxi operations and to identify the regulatory framework to be adopted for procuring and licensing taxi services in the region that will deliver the vision and proposed service standards.”


introduction

Taxis are a cornerstone of Malaysia’s public transport infrastructure, providing door-to-door service and vital first- and last-mile connectivity. Taxis complement rail and bus services by providing around the clock service and travel to and from locations underserved by other public transport services. They are also staple public transport options in city centres where distances travelled are usually short and where commuters are more concerned with travel time than travel cost.

Under the Land Public Transport Act 2010 (the Act), SPAD is empowered to regulate, and review and set fares for all taxi classes including hire cars, hire and drive cars, taxi cabs, airport taxi cabs, and limousine taxi cabs.

Over the years, the taxi industry in Malaysia has been beset by structural challenges affecting quality of service and contributing to a rise in complaints from users. According to SPAD’s Complaints Management Division statistics, in 2015 there were 9,202 complaints against taxis compared to 3,249 in 2012.

Based on engagements with stakeholders and industry players, SPAD found that the following problems are being faced within the industry:

i. An outmoded business model that does not adequately remunerate taxi operatorsii. Rising costs of operating taxis that outpace income growthiii. Quality issues with driver and vehicle standardsiv. Decentralised oversight of taxis leading to inefficiencies and gaps in servicesv. Poor public perception of taxi service levelsvi. Challenges from new technological innovations, e.g. e-hailing services

SPAD has been aware of these issues with the Malaysian taxi industry service since its establishment in 2010, and has made transforming the taxi services a key priority. Taxi was also subsequently elevated into its own workstream in the Urban Public Transport (UPT) NKRA under GTP 2.0 beginning 2012. In addition, a special Taxi Lab was also held in December 2015 to realign transformative initiatives to new developments.

The initiatives and policies designed to improve taxi services have been gathered under the TTP, which is a component of the Greater Kuala Lumpur/Klang Valley Land Public Transport Master Plan. The TTP aims to uplift taxi service levels in the following areas:

• Theregulatoryframework• Raisingdriverstandards• Raisingvehiclestandards• Bookingsystems• Branding• Infrastructure• Enforcement12

In addition to service quality improvements, the TTP also aims to more clearly define the role of taxis in a fully integrated land public transport system. The role of the taxi will therefore evolve alongside other UPT developments in the region to ensure that all connection gaps are plugged and to raise the country’s public transport network to be on par with the best in the world.

12 Additional information about the TTP’s objectives can be found on pp.70-71 and pp.325-336 of the Greater Kuala Lumpur/Klang Valley Land Public Transport Master Plan

INITIATIVES

SPAD has worked on a number of initiatives between 2010 and 2015 to improve taxi services in line with the TTP. The initiatives implemented during this period are as follows:

1. Teksi Rakyat 1Malaysia (TR1Ma)2. Teksi 1Malaysia (TEKS1M)3. Fare Revision Exercise 20154. Taxi Lab 20155. Profession Advancement Programme

Teksi Rakyat 1Malaysia (TR1Ma)Taxi drivers face a number of challenges including the rising cost of living, the increasing cost of vehicle maintenance and growing competition. As a result, taxi drivers tend to ply the same routes that are deemed to be more profitable resulting in gaps in taxi coverage in the country. TR1Ma was designed to mitigate some of the challenges faced by the drivers.

The TR1Ma programme is a Government effort designed to improve the quality of taxi services in the nation. Introduced by Prime Minister YAB Dato’ Sri Mohd Najib Tun Haji Abdul Razak in 2012 in response to the rising cost of vehicle maintenance faced by taxi operators, TR1Ma was designed to reduce operators’ financial burden, therefore allowing them to focus on delivering quality service.

Under the programme, 76,000 taxi drivers received financial and service benefits including:

• RM520worthofvouchersfornewtyresforeacheligibledriver• Personalaccidentinsurancecoverageasfollows:

Coverage Amount•Deathduetoaccident RM10,000.00

•TotalPermanentDisabilityduetoaccident RM10,000.00

•Medicalexpenses RM500.00 (per visit)

•Burialexpensesfordeathsduetoaccident RM1,500.00

•Burialexpensesfornaturaldeaths RM1,000.00

hire cars hire & drivecars taxi airport

taxi cabslimousinetaxi cabs

hire & drivecars for tourism total

JOHOR 2,428 9 5,421 90 82 124 8,154

KEDAH 3,040 2 3 1 65 883 3,994

KELANTAN 1,827 0 0 56 4 40 1,927

MELAKA 1,133 0 43 0 30 24 1,230

N.SEMBILAN 1,182 0 524 35 7 41 1,789

PAHANG 1,759 7 17 35 29 9 1,856

PERAK 2,479 0 5 0 4 92 2,580

PERLIS 387 0 0 0 0 0 387

PULAU PINANG 601 5 1,304 271 128 536 2,845

SELANGOR 984 1,149 15,379 474 96 993 19,075

TERENGGANU 787 0 5 84 9 49 934

W.P. KUALA LUMPUR 412 10,643 21,133 2,110 600 5,598 40,496

W.P. PUTRAJAYA 1 0 195 0 5 0 201

Total bylicence class 17,020 11,815 44,029 3,156 1,059 8,389 85,468

Under the programme, taxi drivers received a tyre subsidy voucher valued at RM520 to replace four tyres over one year. Eligible recipients included drivers of budget taxis, executive taxis, hire cars and airport taxis. In addition, more than RM1 million was spent on providing personal accident coverage to over 100,000 drivers nationwide to give the drivers and their families greater protection in the unfortunate event of accident or death.

TR1Ma was designed to provide immediate short-term assistance to taxi drivers ahead of the completion of the TTP’s initiatives, which include a comprehensive review of the taxi industry. The completion of the TTP will put the industry and drivers in a more financially sustainable position, and allow them to compete on an equal footing.

FIGURE 11: Status of Taxi Licences by Class and State (2015)


6463 RAISING STANDARDS OF THE TAXI INDUSTRY

Fare Revision Exercise 2015A key objective of the TTP is to ensure the long-term sustainability of the Malaysian taxi industry. While better service and infrastructure improvements are important considerations, just as important are the economic welfare and financial sustainability of the industry from the operators’ perspective.

For instance, taxi operating costs grew by approximately a third between 2009 and 2015, with the rise in the cost of liquefied natural gas (LNG)—the main fuel for most budget taxis—accounting for 11.3% of the total 33% increase. Fare adjustments were therefore long overdue.

SPAD conducted the fare revision exercise in December 2015 in consultation with various stakeholders including taxi operators, representatives of driver associations, consumers comprising students and disabled groups, as well as other members of the public.

Subsequent to the consultations, fares were revised for budget taxis, TEKS1Ms and hire cars in the Klang Valley, Johor Bahru and Penang. The fares for airport and executive taxis were unchanged. Further, to ensure the safety and comfort of their vehicles, only operators who had calibrated their meters at PUSPAKOM were allowed to implement the new fares. Figure 13 provides an overview of the new fares effective March 2015.

The revised fares are designed to provide drivers with a minimum return for short-distance journeys, and also cover the overall vehicle and labour operating costs for the entire journey. The new fare also aims to encourage greater passenger pickups during peak hours as drivers will be better compensated when travelling in congestion. Finally, the new fares are expected to raise the overall taxi service levels.

Taxi Lab 2015SPAD conducted a Taxi Lab in December 2015, bringing together more than 100 individuals to seek their views on the way forward to realign the industry to evolving user needs and demand patterns. The Lab included the participation of stakeholders such as taxi drivers, companies and associations, Government agencies and ministries, special interest and non-governmental groups, as well as user groups. The aim of the Lab was to identify the optimal business model for the industry while addressing service shortages during peak hours and other low- supply situations.

Five main themes emerged from the Lab:

• Standardising the taxi industry’s key features and services to create a levelplaying field and encouraging healthy competition

• Leveragingontechnologyusagetoimproveservicereliability• Theneedforwelfareimprovementsandhigherincomesforindividualtaxidrivers• Improvingtaxidriveroperationalstandardsandbehaviour• Streamliningairporttaxioperations

Findings from the Lab were then used to guide SPAD in the formulation of the Taxi Industry Transformation Programme, which received Cabinet approval in August 2016 (see page 66).

Profession Advancement ProgrammeThe Profession Advancement Programme is a targeted initiative designed to improve the reputation and skills of taxi drivers in the country. The components under this programme include profile checks, behavioural assessment, safety and security training, customer service courses and briefings on roads and tourist attractions.

In February 2014, SPAD organised the first initiative under the Profession Advancement Programme, the TEKS1M Orientation programme. Dedicated to TEKS1M permit holders/drivers, the programme aimed to provide awareness on rules and regulations in the taxi industry, driver’s ethics and raising professionalism in drivers. As of end-2015, 1,343 TEKS1M drivers have attended the training programme.

Teksi 1Malaysia (TEKS1M)The TTP assigns Malaysian taxis a better-defined role in the overall urban public transport system. Under this plan, taxis will evolve from being a transit service to instead focus on functioning as first- and last-mile operators supporting the overall public transport system. Conceived in 2013, TEKS1M is designed to fulfil that role while boasting higher vehicle and operational standards at the same time.

TEKS1M rebranded taxi services in Malaysia and features the use of standardised vehicles that are fitted out with a universal colour scheme. SPAD announced on 30 April 2014 that all existing metred taxis must migrate into TEKS1M by 2025.

When TEKS1M was launched in 2014, SPAD issued 1,000 licences to qualified individual taxi drivers who were given a RM5,000 grant and a special financing rate of 2% per annum to purchase eligible vehicles. At launch, SPAD selected the Proton Exora to be the TEKS1M vehicle of choice while the Toyota Innova was subsequently added to the roster in 2015. (Note: As part of the taxi industry reforms moving forward, the model requirements for TEKS1M will be liberalised under the Taxi Industry Transformation Programme.)

More than 9,700 TEKS1M approval letters have been issued as at the end of 2015, and 1,082 registered vehicles are presently in service on the road.

Taxi Service Distance Previous Revised Difference (km) Fare Fare (RM) (RM) (RM)

Budget Taxis (Klang Valley 5 6.50 8.00 1.50and Johor Bahru)

10 10.80 14.30 3.50

Budget Taxis (Penang) 5 7.50 10.00 2.50

10 11.80 17.50 5.70

Hire Cars 5 7.00 8.25 1.25

10 12.00 14.50 2.50

TEKS1M (Klang Valley 5 6.50 10.00 3.50and Johor Bahru)

10 10.80 17.50 6.70

TEKS1M (Penang) 5 7.50 11.00 3.50

10 11.80 19.80 8.00

TEKS1M is announced by the Prime Minister Dato’ Sri Najib Razak

2013

Toyota Innovas are approved as TEKS1M vehicles

2015

Over 9,700 TEKS1M approval letters issued and over 1,000 TEKS1M vehicles are on the road

end of2015

1,000 inaugural teks1m licences are issued to eligible drivers

2014

Launching of TEKS1M 2014

FIGURE 12: The TEKS1M programme

FIGURE 13: Overview of New Fares Effective March 2015


6665 RAISING STANDARDS OF THE TAXI INDUSTRY

“I use the LRT and taxi when commuting to work. If I have to attend meetings outside the office I will usually take the taxi using an e-hailing application. With limited time to go from one place to another taxis are a lifesaver! The drivers know the routes better and you don’t have to think about where to park your car. As my meetings are usually in the Klang Valley, it is easy to grab a taxi. I find using e-hailing applications to be efficient as they are fast and I am informed of the fare earlier. I think the authorities should encourage taxi drivers to use this app, which will also help them to get more customers. Although there have been negative reviews, so far I have never encountered any unpleasant drivers.

In the future, I would like SPAD to take more actions on “ulat taxi” and “taxi sapu”. They should also evaluate if airport taxis can reduce their charges as certain e-hailing apps give much cheaper rates.”

Audi AmalinaSyahrul Malik,

30, Executive

CHALLENGES

The initiatives planned for the taxi industry under the TITP introduce significant but necessary changes for all stakeholders including taxi companies, drivers and customers. SPAD believes that, as with all substantial reform, there will be resistance to the TITP’s initiatives, and that this will be the primary challenge for the Commission.

It is important to note that the TITP was not designed to benefit any one party, but to ensure the creation of a sustainable ecosystem for all stakeholders, so that Malaysians will enjoy world-class taxi services and that the taxi industry will slot in alongside other modes of public transport to create value for everyone. The demand for and importance of a smooth-running taxi industry is clearly there, and it is our responsibility to ensure that the demand be met with adequate supply from all providers.

To ensure that there will be widespread acceptance of the new initiatives, SPAD will continuously engage with stakeholders, to understand their concerns and work with them to overcome obstacles in the interest of building a world-class taxi industry.

We are also aware that our goal of regulating e-hailing companies will require direct and open communications with each of them. We must similarly convince them of the value of complying with our regulations and of meeting our stipulated

requirements. SPAD appreciates the value of creative entrepreneurship, particularly that which leverages on technology use, but it is also incumbent upon us to ensure the safety of the public, which is our foremost priority.

SPAD is also aware of the challenges faced by individual taxi drivers, some of whom face financial difficulties in maintaining their business. The measure introduced by the TITP to liberalise the granting of taxi permits to individual drivers will give them additional leeway to decide on the business model that best suits them, and give them better control of their own economic destiny. Under the TITP, drivers can opt to remain under the “pajak” system or go out on their own to work as individuals or together with e-hailing app companies. We recognise that not all drivers may have the business acumen, which is why SPAD will be introducing training modules to ensure that drivers are aware of the pros and cons of their decision.

Finally, SPAD is aware that it must enhance enforcement to effectively identify and arrest breaches of requirements by any taxi or hire car operator. Some of the TITP measures such as the introduction of the Driver’s Card as well as the merit and demerit system will help SPAD better monitor the performance of operators in Malaysia. Nevertheless, SPAD will still require help from the public to identify underperforming drivers as well as commitments from the operators and drivers themselves to ensure that we shed the poor reputation of the taxi industry.

FUTURE DIRECTION

On 10 August 2016, the Cabinet approved all 11 proposals under SPAD’s Taxi Industry Transformation Programme (TITP) aimed at streamlining taxi services by introducing major reforms, including amending the Land Public Transport Act 2010. This exercise will include a comprehensive regulatory review of the taxi industry that will be inclusive of innovation and improve existing business models to create a level playing field for all parties in the taxi industry.

The 11 initiatives under the TITP are divided into four Key Areas:

• Key Area 1: Regulating e-hailing applications as an intermediary serviceunder the Land Public Transport Act 2010- Initiative 1: The sole initiative under this Key Area will regulate e-hailing

applications by requiring that:• EachrespectivecompanybeincorporatedinMalaysia• Theirvehiclesbecommerciallylicensed• Thecompaniesprovideinsuranceforthevehicles,passengersanddrivers• DriversrequiredtopossessaDriver’sCardissuedbySPAD

• KeyArea2:Improvingtaxidrivers’welfareandincreasingtheirincome - Initiative 2: “Pajak” or leasing contracts between taxi companies and

operators be standardised throughout the industry- Initiative 3: Opening up the individual licensing application- Initiative 4: Expanding the list of vehicles eligible to operate as taxis, thereby

allowing all car models that have a minimum 3-star rating from the ASEAN New Car Assessment Programme (NCAP) to be eligible to operate as taxis

- Initiative 5: Imposing KPIs on taxi companies, which will require them to leverage on technology and be subject to other SPAD requirements

• KeyArea3:Improvingtaxidrivers’qualityandbehaviour- Initiative 6: Introduction of Taxi Improvement training modules, which

will focus on the business, customer service and safety elements of taxi operations

- Initiative 7: Introduction of an applicant pre-screening process prior to the issuance of the SPAD Driver’s Card

- Initiative 8: Introduction of a merit and demerit system based on performance records, which will impact the renewal of Driver’s Cards

• KeyArea4:Rationalisingtaxifares- Initiative 9: Fares for metered taxis will be rationalised into one standard fare- Initiative 10: Revising the coupon system from a zonal system to a distance-

based system- Initiative 11: Allowing dynamic fares for metered taxis using e-hailing apps,

i.e. taxis can use the fare provided by e-hailing applications when pre-booked by the customer through the app

The implementation of the bulk of the TITP initiatives is expected to be completed by the end of 2017, with work already commencing on some of the projects, including the registration of individual taxi permit applications and Driver’s Card registration.

SPAD is optimistic that the full execution of all initiatives will see the creation of a fair and level operating environment for all taxi drivers and companies. The immediate priority for the Taxi stream is to ensure that it meets the milestones and benchmarks set for each initiative under the TITP.

Recognising the importance of instilling a world-class service culture among taxi industry players, SPAD will continue with stakeholder engagements, especially to help taxi companies, operators and drivers better understand the long-term value of the TITP and to help them address their concerns.

Finally, SPAD will continue to strengthen its capacity in the areas of training, enforcement and regulation to enhance the integrity of the industry. In this regard, SPAD will be assisted by the National Land Public Transport Master Plan as well as the TITP as both documents provide a focused direction for all developments in the taxi industry.


6867

Taxi industry transformation:A work in progressto win back public confidence

Chee Swee KeongChairman of the Kuala Lumpur and SelangorTaxi Workers Association

It is still early days for the Taxi Industry Transformation Programme (TITP), announced on 16 August 2016. The programme is aimed at uplifting the Malaysian taxi industry and resolving multiple structural pain-points that have led to imbalances in service delivery and escalating public complaints. Approaching a boiling point with various factors at play, the industry was tested yet again as technology-based e-hailing services gained prevalence and became a preference for local taxi users.

The vast number of industry stakeholders, ranging from taxi companies to drivers and users, has added yet another dimension of complexity, which makes the industry resistant to any one simple solution. While SPAD is confident that the reforms to be introduced under the TITP will address many of the existing concerns and take taxi services to the next level, some taxi stakeholders believe that transformation will remain an uphill challenge.

“It’s going to be very hard,” says Kepong Taxi Drivers Association President Gor Bachan Singh. “SPAD is doing the best it can and we recognise that it is hard for SPAD because they are caught in the middle [between taxi companies, taxi drivers and other stakeholders]. It has a role to play, but this will be very difficult to manoeuvre.”

Gor Bachan credits SPAD for introducing improvements since the Commission’s founding in 2010, but says that between then and now, the introduction of e-hailing companies has worsened operating conditions. He adds that these competitors are “killing the industry”, although he questions if SPAD can effectively hold them back.

Chee Swee Keong, the Chairman of the Kuala Lumpur and Selangor Taxi Workers Association (Persatuan Kebajikan Pemandu Teksi Kuala Lumpur dan Selangor), agrees that the entry of e-hailing competitors is the single biggest problem faced by the taxi industry. The playing field is basically not level at the present time and

it is not immediately clear that the new reforms introduced by SPAD to regulate e-hailing services will work. But in the meantime, traditional taxi operators will continue to lose out on customers.

“A key example is the pricing factor,” Chee says. “For example, they would charge just RM65 for a trip to the airport but with us, using the meter, it would cost more than RM80. It’s a big difference…It’s no problem if the rate they use is the same as our meter, but if SPAD cannot control that then it becomes very tricky.”

Another concern shared by both Gor Bachan and Chee has to do with vehicle financing for taxi drivers, particularly those of the older generation. They say that it is very tough for drivers above the age of 60 to obtain financing for a vehicle. Chee says that approximately half of his 500 members are above the age of 60.

From this perspective, the liberalisation of taxi permits will not accomplish its goal of helping taxi drivers operate on their own unless they can afford their own vehicles, Chee says. What he would like to see is the setup of a special financing vehicle to help eligible drivers with vehicle financing to support the Government’s wish to liberalise the industry. Gor Bachan, meanwhile, would like to see a mechanism that would allow experienced taxi drivers to receive both a vehicle and a permit after they had completed the leasing period with a taxi company.

SPAD confirms that the Commission is aware of these concerns from taxi drivers and is actively looking at formulating a mutually beneficial solution. The reforms introduced under the TITP are aimed at laying a strong regulatory and operational foundation to support future tweaks and changes.

Under the TITP, pending amendments will see e-hailing services being allowed to operate but also being subjected to regulatory requirements. These companies need to be incorporated in Malaysia, e-hailing drivers must be registered with SPAD

and they need to ensure that the necessary requirements to guarantee passenger safety and insurance are in place.

In order to help taxi drivers gain a steadier footing on their own upon completion of their leasing (“pajak”) contracts, SPAD has also lifted the freeze on the issuance of individual licences for taxi drivers and will issue these to qualified individuals, who will also receive a cash grant amounting to RM5,000 from the Government to help taxi drivers purchase a new vehicle.

Undoing a legacy problem that limits vehicle options for taxi drivers, the TITP liberalises vehicle models to provide wider options for taxi licence holders. Under this move, all vehicle brands and models which achieve a 3-star safety rating under the ASEAN New Car Assessment Programme will be approved. This will help accelerate the replacement of ageing vehicles and more importantly, reduce the cost structure for taxi drivers and operators.

For those who are still bound by their “pajak” contracts, SPAD recognises the need for more equitable terms for taxi drivers. In this regard, the TITP will see SPAD amending the law to standardise leasing contracts and enforce adherence to the proposed mandatory terms by incorporating them into the Operator’s Licence conditions. Some of the proposed standardisation features include a rent-free day for PUSPAKOM inspection, annual and sick leave, first party vehicle insurance and deposit refund at the end of the contract.

In tackling complaints from the industry about taxi fares, the TITP includes fare rationalisation for all budget taxis and TEKS1Ms to charge budget fares. Zonal fares will be replaced by a distance-based calculation to ensure consistency and fairness to taxi drivers at terminals and airports.

These are some of the initiatives under the TITP that SPAD believes will address many of the grouses from industry players. However, it is certain that more needs to be done. Additionally, efforts to educate and raise awareness on the collective goals and vision for the industry are imperative.

Ultimately, the goal of the TITP is to enable the taxi industry to be resilient and competitive against the landscape of rapidly evolving consumer demand. Market forces will shape positive outcomes for the industry if they are able to keep up with the times. The transformation is still in its early stages and SPAD hopes that it receives greater cooperation and feedback from the industry to help it steer the industry in the right direction. On its part, SPAD remains committed to ensuring a level playing field and equitable outcomes for taxi drivers, operators and passengers alike.

“Ultimately, the goal of the TITP is to enable the taxi industry to be resilient and competitive against the landscape of rapidly evolving consumer demand.”

IMPROVING FREIGHT TRANSPORTATION


7271

IMPROVINGFREIGHT TRANSPORTATION

FIGURE 14: Evolution of the Freight and Logistics Industry in Malaysia

INITIATIVES

For freight services, SPAD develops all mechanisms required to process applications for licences as well as the Freight Policy. In addition, SPAD is responsible for driving the Freight Transformation Strategy. Since 2010, the Commission has implemented the following three key initiatives:

Freight Vehicles and Operators’ LicensingThe Operators’ Licence (OL) framework was introduced in 2010 as one of SPAD’s first initiatives. The OL framework outlines the concept of the “One Operator, One Licence” regime and related policies. The OL framework supports the objectives of enhancing transparency, accountability and quality of service across the public land transport network. Under this framework, operators need only have one licence enabling them to use any vehicle in their fleet for designated routes, rather than a licence for each vehicle in their fleet. The OL framework also makes enforcement more effective as action will be taken against the licensee rather than the offending vehicle.

CLASS PAID UPCAPiTAL

CAPiTAL LICENcEVALIDITY

VEHICLEAGE

TYPE OFTRUCK

SYM’ ROUTE INDIVIDUAL

A

C

RM250,000

RM250,000

General

30% ofvehicle

price

30% ofvehicle

price

1, 3, 5, 7 years

1, 3, 5, 7 years

Below 10 years for new

application

Below 10 years for new

application

RIGIDPM : Trailer

1 : 1

RIGIDPM : Trailer

1 : 1

A

C

Pen.Msia

Pen.Msia

Allowed

Allowed

100% local

100% foreign equityis allowed

FIGURE 15: Classes of Operators’ Licence & Their Requirements

RM500,000

Container(KA)

ArticulatePM : Trailer

1 : 7KA

NotAllowed

INTRODUCTION

Safe and reliable transport of freight over land is a key and necessary prerequisite of commerce. This is especially true in a rapidly developing country such as Malaysia where the transport of cargo and material is a key priority. Moreover, a well-developed and efficient logistics service is a key attraction for investors, who deem efficient transport a crucial driver of economic performance.

The freight industry has evolved in Malaysia since the 1960s to include more varied and specialised services. The industry has grown in tandem with the country’s economic growth over the years and puts Malaysia in the top 10 among middle-income countries according to the World Bank’s Connecting to Compete 2012 survey.

Since its establishment in 2010, SPAD has been granted the authority to regulate the freight industry under the Land Public Transport Act 2010. The Commission has since made substantial improvements to ensure that the logistics industry is able to reliably supply both business and end-users with goods and services. These improvements address the entire value chain of the freight industry, and touch on key aspects ranging from the licensing of vehicles and operators to identifying a viable and sustainable strategy for the industry going forward.

“Logistics is the backbone of trade and is therefore a crucial driver of economic performance. Businesses rely heavily on efficient supply chains to integrate their production processes and deliver finished products to market in a timely and cost-effective manner.”


There are three separate classes of Operators’ Licence as outlined in Figure 15.

As at the end of December 2015, SPAD has issued 40,555 OLs and 246,890 Vehicle Permits.

40,555Operators’ Licences

246,890Vehicle permits issued

as at end-december 2015

VPVP VP

Foreign companies:49% foreign & 51% local

**for courier companies, 100% foreign equity is allowed


7473 IMPROVING FREIGHT TRANSPORTATION

Industrial Code of Safety Practice (ICOP Safety) for FreightIn 2013, SPAD began training and inspection to ensure that lorry drivers comply with SPAD ICOP Safety guidelines. A total of 2,147 lorry operators have been trained as of December 2015. This training programme is ongoing in collaboration with operators.

SPAD has also conducted 254 post-crash compliance inspections on lorry operators which have led to the suspension of 158 fleet operators between June 2014 and December 2015.

As part of an ongoing exercise to ensure safety, in September 2015 SPAD began conducting compliance checks as a requirement for licence renewal. As of December 2015, a total of 1,591 lorry operators have been subjected to these checks.

Working collaboratively to foster greater awareness and better complianceSPAD is involved in raising awareness on current regulation and industry issues among our stakeholders. The Freight Division therefore conducts regular meetings, engagement activities and events with stakeholders and related Government agencies. Some of our key stakeholders include:

• TheAssociationofMalaysianHauliers(AMH)• Pan-MalaysiaLorryOwner’sAssociation(PMLOA)• AirFreightForwardersAssociationofMalaysia(AFAM)• SelangorFreightForwardersandLogisticsAssociation(SFFLA)• The Federation of Automobile Workshop Owners’ Association of Malaysia

(FAWOAM)• Government agencies, e.g. Road Transport Department and local municipal/

state authorities

At the same time, as the national authority on freight issues, the Commission works collaboratively with other public and private sector organisations on industry development issues. Some examples include:

• CollaboratingwithPetronasDaganganBerhadtoholdtheSPADIndustryCodeof Practice Safety Briefing in 2015. Over 200 participants from the public transport and freight industry attended the briefings, which were held in Pahang, Terengganu and Kelantan

• Participating in the Logistics Policy Dialogue together with the Ministry ofTransport, Malaysia and Ministry of Land, Infrastructure and Tourism in Japan

• ParticipatinginaWorldBankResearchProjectentitled“EnablingtheBusinessofAgriculture – Transport”

Industry Development StrategySPAD’s Industry Development Strategy is a planning tool designed to improve the nation’s freight transport business. The Freight Division works on creating a number of strategies for goods and cargo vehicles, which are implemented independently and in collaboration with other Government agencies. The aim of the Strategy is to spearhead the transformation of the sector and to catalyse national economy as a whole. The Strategy also takes into account the Freight Transformation Strategy, which is linked to the NLPTMP.

CHALLENGES

In developing the NLPTMP, the Government found that the land freight sector was fragmented, leading to the inefficient use of freight resources and infrastructure. Cargo vehicles, for example, did not travel at optimal load levels, which resulted in inefficiencies throughout the supply chain, inevitably leading to higher costs, more traffic congestion and greater road pollution. Another key finding was the inadequate use of rail services to ferry cargo. While more cost-effective and more reliable in theory, bottlenecks within the railway network similarly caused inefficiencies in the transport of freight.

At the same time, the Commission is also concerned about the safety record of freight vehicles. Based on its analysis of the data, SPAD found that there were four times as many accidents involving trucks and vans than accidents involving other forms of non-private vehicles. Between 2002 and 2007, approximately 125,000 accidents involving large trucks and more than 80,000 involving small trucks were reported to the authorities.

The NLPTMP specifies three key priorities for reforming the freight sector, which include:

• Increasingthefreightsector’sefficiencyandflexibility• Improvingreliability• Promotingsafetyandwell-being

Meanwhile, SPAD has identified five immediate challenges to be addressed:

i. Insufficient number of drivers: Poor driver remunerations have led to labour action and a high driver turnover rate. As a result, drivers tend to be unmotivated and/or inexperienced

ii. Illegal parking of freight vehicles: Trucks are being parked overnight along public streets and within residential areas thereby posing safety hazards to other road users and residents. This is especially dangerous for pedestrians who have to avoid trucks moving in and out of residential areas

iii. Vehicles being used beyond their service life: There are a substantial number of older freight vehicles on the road that negatively impact safety, environment quality and business operating standards. It was discovered that some vehicles aged up to 44 years are still being used on the road

iv. Rising costs of operations: Various factors have contributed to the increase in freight vehicle operating costs including inappropriate truck sizes, idle times as demand is seasonal, restricted working hours, longer hours on the road due to traffic congestion, insufficient expertise and increases in driver as well as labour costs

v. Overweight freight movement: Overloaded freight vehicles pose road hazards to other road users as overloaded vehicles sacrifice manoeuvrability and safety. Additionally, these vehicles contribute to traffic congestion as they cannot travel at the recommended speed, and also take up greater space on the road

SPAD recognises that some parties will remain resistant to change, and hence the Freight Division is committed to conducting continuous engagements with stakeholders and relevant agencies to understand and solve issues amicably.

FUTURE DIRECTION

In improving the regulatory framework for freight services, the Commission will focus on completing the following actions in the short term:

• Draftingregulationsfordecontrolledvehicles,e.g.forlorriesweighinglessthan5 tonnes

• Draftingregulationsfortowtrucks• Establishinglicensingconditionsforfreightoperators

SPAD is also presently part of the Transport Facilitation Working Group spearheaded by the Ministry of Transport for the ASEAN Framework Agreement on the Facilitation of Goods in Transit (AFAFGIT), ASEAN Framework Agreement on the Facilitation of Inter-State Transport (AFAFIST) and ASEAN Framework Agreement on Multimodal Transport (AFAMT). This is a high-level discussion involving members of other ASEAN countries.

Moving forward, SPAD will continue to introduce new initiatives to further improve freight efficiency and safety in line with the overall goals of the transformation programme. In doing so, it aims to help build a sustainable and reliable freight and logistics industry that will support industry needs while contributing positively to overall economic growth.

ENSURING QUALITY TRANSPORTATIONFOR THE TOURISM INDUSTRY

(Image source: KL Hop-On Hop-Off City Tour, Elang Wah Sdn Bhd)


7877

ENSURING QUALITYTRANSPORTATIONFOR THE TOURISM INDUSTRY

taken over by spad fromthe Ministry of Tourismand Culture on 31 jan 2011

SPAD ALSO Took over all licensing issues, previously managed by the Commercial Vehicle Licensing Board (CVLB) and the Ministry of Tourism and Culture

regulation of tourism vehicle services

The Malaysian Government has identified tourism as a National Key Economic Area (NKEA) under the National Transformation Programme (NTP). Deemed an important economic sector and regarded as pivotal to the nation’s economic transformation, tourism is presently the third highest Gross National Income (GNI) contributor in the country. Some 25.7 million tourists visited Malaysia in 2015, contributing RM69.1 billion to GNI in the year.

Malaysia has much to offer to tourists in terms of natural resources and also in terms of our multicultural heritage. It also appeals to Muslim tourists owing to the country’s recognition of Islam as its national religion and its widespread halal industry.

The state of Malaysian transport has both a direct and indirect impact on the tourism sector as tourists, by definition, tend to travel extensively in-country. Tourists either have to hire their own vehicles while in Malaysia or make use of the public transport system to get around. SPAD’s initiatives to improve public transport—bus, rail and taxi—have an important bearing on tourism as they work together to alleviate congestion and to ensure integrated travel for visitors.

At the same time, SPAD is also responsible for the oversight of tourism vehicle operators and services. The Commission took over the regulation of tourism vehicle services from the Ministry of Tourism and Culture (MOTAC) on 31 January 2011 as stipulated under the Land Public Transport Act 2010. Areas under the purview of SPAD include:

• Thesafetyconditionsoftourismvehicles• Conductoftourismvehicledrivers• Reliabilityoftourismvehicleservices

SPAD has also taken over all licensing issues, previously managed by the Commercial Vehicle Licensing Board (CVLB) and MOTAC. All issues concerning the licensing of hire and drive commercial vehicles, hire and drive tourism vehicles, including excursion buses, are processed at SPAD’s Headquarters in Kuala Lumpur. Under the existing regulations, excursion buses and hire and drive tourism vehicle classes need to obtain the Tour Operating Business and Travel Agency Business (TOBTAB) Licence from MOTAC as a prerequisite.

CHALLENGES

SPAD continuously engages with key tourism associations to ensure operators on the ground adhere to procedures for new applications as well as renewal of permits. Operators will need to better plan their fleet operations and business models to align with MOTAC’s TOBTAB licensing and SPAD’s Vehicle Permit requirements. The challenge is to ensure compliance while facilitating the operations of tourism operators to promote tourism. Enforcement against tourism vehicles by SPAD’s Enforcement Department is often perceived to be on the same grounds as that of PDRM and JPJ, but in actuality, each is guided by its respective laws.

(Image source: KL Hop-On Hop-Off City Tour, Elang Wah Sdn Bhd)

FUTURE DIRECTION

SPAD is in collaboration with MOTAC to ensure aspiring tourism operators are duly informed of all aspects of licensing requirements by related ministries and agencies. SPAD also conducts sessions with the Association of Tourism Training Institutes of Malaysia every six to eight weeks to ensure compliance with the requirements, while close inter-agency and inter-ministry engagement will further safeguard the sustainability and interests of local tourism operators and more importantly, enhance their competitiveness in line with the spirit of ASEAN.


8079

A Game-Changerin Transforming KL-Singapore Travel

Mohd Nur Ismal Mohamed KamalCHIEF EXECUTIVE OFFICERMyHSR CORPORATION SDN BHD

MyHSR Corporation (MyHSR) envisions the High Speed Rail (HSR) project to enhance regional connectivity and transform the way people travel between Kuala Lumpur and Singapore in line with the Government’s high-income nation aspiration.

Formed as part of a dedicated project delivery vehicle accountable for the definition of the technical and commercial aspects of the Kuala Lumpur – Singapore HSR project, its CEO Mohd Nur Ismal Mohamed Kamal believes that the integration of HSR stations with urban public transport in cities will provide commuters with a convenient, safe and reliable travel option.

“The HSR connectivity with other public transport modes will help create a more integrated and efficient transportation network by improving the accessibility and mobility between the urban and suburban areas and saving on travel time,” he says.

“The hope is that the HSR will set the benchmark for the design and operations for other future HSR developments.”

Malaysia’s first HSR is also seen to strengthen the link between two of Southeast Asia’s most vibrant and fast-growing economic engines as well as be the catalyst for national growth. Furthermore, it will serve as a catalyst as it links two urban agglomerations to meet growing demand, spur economic growth and enhance long-term economic competitiveness while improving the quality of life of its people. It will also present an opportunity to open up and rejuvenate smaller cities in Peninsular Malaysia by connecting them to the two major metropolises.

“The HSR is not just a transportation project but an impetus towards turbo-charging socioeconomic development in Kuala Lumpur together with the whole HSR corridor of the nation,” Mohd Nur Ismal shares.

With proper planning and taking note of global success stories from the London-Paris HSR and the Tokyo-Osaka HSR, the KL-SG HSR alignment will allow cities along the corridor to grow to exploit economies of agglomeration, by increasing mobility and accessibility of the cities.

“For example, this outcome can be seen in the development of the biotech and ICT industries in Shin-Yokohama, Japan with target policies and incentives driving the efforts. The city saw an increase of 147% in population and approximately 700,000 jobs created from 1966 to 2006,” Mohd Nur Ismal explains.

Meanwhile, in Lille, France, the strong ownership by the then-Mayor encouraged more private sector collaboration to develop industries such as technical textiles. The city saw an increase of 31% in population and an approximately 10% increase in employment from 1990 to 2006 following the introduction of the London-Paris HSR.

“The hope is that the HSR will set the benchmark for the design and operations for other future HSR developments,” Mohd Nur Ismal adds.

The total alignment length between Kuala Lumpur and Singapore is approximately 350km with the trains expected to run at a top speed of more than 300km/h. The total number of stations for the alignment is eight, with seven being in Malaysia. They comprise: the HSR terminus in Bandar Malaysia, Kuala Lumpur and Jurong East, Singapore; and six intermediate stations in Putrajaya, Seremban, Ayer Keroh, Muar, Batu Pahat and Iskandar Puteri. All stations will be designed to integrate with the local public transport systems to ensure seamless connectivity.

At present, according to its mandate, MyHSR has identified the following areas that are essential for the HSR’s implementation:

• Technical–civil,system,land,operationsandprojectmanagement• Commercial–procurement, transit-orienteddevelopment (TOD)andfinancial

management • Socioeconomic development – capturing of economic, inclusivity and

sustainability development opportunities surrounding each station area • Engagement – G2G collaboration with Singapore, Federal and State

Governments, and the public

Moving forward, Mohd Nur Ismal says that MyHSR aspires for the HSR level of service to be competitive in offering an attractive alternative travel mode. It should also commensurate with global standards of HSR services.

“Suffice to say, we expect to have a train departing KL as frequently as once every 15 minutes based on travel demand. By year 10 of operations, we expect to carry 22 million passengers on the HSR services, not only between KL and Singapore, but between KL and all destinations on the line,” he says.

Having said that, MyHSR is aware that there will be challenges in completing the project.

“We expect resources to be one of the major challenges. This is due to the fact that Malaysia is currently constructing new MRT, LRT and conventional rail lines. The current financial climate will also pose a significant challenge in the planning and implementation of this project. We, however, will continue to ensure we deliver a HSR system with good service quality, safety and reliability,” he explains.

Moreover, the support and cooperation from all parties including the Federal and State Governments, agencies and the private sector will be important in the delivery of this game-changing project, he adds.

As the project owner and developer of the HSR project, MyHSR is set up to continue SPAD’s good work in the HSR project’s planning to implementation phase, including construction.

“MyHSR supports SPAD in developing and refining the necessary policy and regulatory measures for safe, reliable and efficient operations. SPAD will also have an active role in the bilateral engagement with Singapore.”


8281

KTMB Making Rail the Preferred Mode of Land Public Transport

LT. COL. DATO’ HAJI SARBINI BIN TIJAN (R)PRESIDENT OF KTM BERHAD (KTMB)

Fast and efficient railways make up a crucial part of the equation in a world-class public transportation system. To better serve the rakyat of Peninsular Malaysia, rail operator KTM Berhad (KTMB) has been working towards creating better train services, addressing underserved areas and catering to higher demand.

The past five years have seen several notable achievements, one of which was the addition of 38 units of six-car Komuter trains – the previous ones were three-car trains – that have been servicing the Klang Valley since 2011. This means that more passengers can be accommodated at any given time. The introduction of ladies-only Komuter coaches in 2010 has also made it more comfortable for women to ride on the trains. And last year, the services from Tg. Malim to Port Klang and from Batu Caves to Tampin were completely enhanced. Additionally, the Komuter route was extended in the Northern area, specifically from Kamunting to Butterworth and Gurun, and recently to Padang Rengas and Taiping.

Developments in intercity railway are another feather in KTMB’s cap. In 2010, the Electric Train Service (ETS) was introduced, with the route then covering only Kuala Lumpur to Ipoh and back. Last year, the route was lengthened, taking commuters from KL all the way to Padang Besar, Perlis. Not only that, the implementation of the double tracking project in the North means that diesel trains have been retired and replaced with fully electric trains.

“For both the ETS and Komuter, KTMB endeavours to ensure the safety and reliability standard of rolling stock at all times,” says president of KTMB, Lt. Col. Dato’ Haji Sarbini bin Tijan (R). “KTMB will ensure that the infrastructure at all stations is in the good condition in order to provide the best for the rakyat.”

The rail operator’s network covers the length of Peninsular Malaysia, with a spur line that goes from Gemas, Negeri Sembilan to Tumpat, Kelantan. The North-South double tracking project has become a backbone for the transportation of passengers and goods in an efficient, reliable, safe and sustainable manner. Most of the major ports, such as the Ipoh Cargo Terminal and Padang Besar Cargo Terminal, are linked with the railway system.

KTMB’s efforts at improving and expanding its services is in line with the aims of the National Land Public Transport Master Plan, developed by SPAD and approved by Parliament in 2013 with the purpose of creating a long-term programme to address the current deterioration in public transport as well as execute high impact and effective deliverables in order to create a land public transport service that is of quality and is sustainable for the nation.

“By the end of 2021, the rakyat will see the completion of the double track from the North to South Line, rehabilitation of the East Coast branch line, procurement of the new train set, and heavy maintenance of rolling stock (new ETS, DMU, locomotive and wagons),” shares Dato’ Haji Sarbini on what’s in the pipeline for KTMB.

“KTMB’s mission is to be the preferred land transportation. Thus, with the guidelines and attention given by SPAD, KTMB hopes that we will deliver the best quality to the passengers according to the principles,” he adds.

“By the end of 2021, the rakyat will see the completion of the double track from the North to South Line, rehabilitation of the East Coast branch line, procurement of the new train set, and heavy maintenance of rolling stock (new ETS, DMU, locomotive and wagons).”

ENABLINGSEAMLESS COMMUTER EXPERIENCES WITH INTEGRATION

Pudu Sentral


8685

ENABLINGSEAMLESS COMMUTER EXPERIENCES WITH INTEGRATION

INTRODUCTION

The success of a land public transport system is not assessed by the efficiency of specific modes of transportation nor the quality of the system in general. In fact, what is integral is the successful integration of these different modes of transport – public, private, walking and cycling – in creating a holistic and accessible environment for all users.

The National Land Public Transport Master Plan has identified the creation of a seamless experience for passengers across the land public transport network involving multiple modes as among its strategic imperatives. This is in response to connectivity issues across the existing public transport network, both in terms of limited physical integration between public transport modes, as well as “soft” integration such as payment systems and journey planning services.

The NLPTMP also highlighted a need to improve connectivity within urban conurbations, particularly in areas of high population density where mobility needs are the highest. At the same time, efforts must be made to improve accessibility and sustainability of land public transport in rural areas and to enhance inter-city connectivity, focusing on improving the quality of existing services.

In addition to addressing connectivity issues, another important aspect in enabling a better commuter experience is the need for integrated ticketing systems that allow commuters to use one ticket/smartcard which can be utilised on all modes.

In view of this, the Government has commenced a number of initiatives in recent years aimed at providing a seamless journey for public transport users from start to finish. This has been enabled as new rail systems and bus routes, which form the backbone of the public transport system, have been introduced or are near their completion, allowing the Commission to plan a more integrated public transport system.

Since 2013, these initiatives have comprised:

• IntegratedTerminals• TerminalLicensing• ParkandRidefacilities• JourneyPlannerApp• MeterOnApp• Integratedticketing

“Land public transport services need to reach as many urban dwellers as possible, with a broad network that meets intense mobility demands. This will require a comprehensive multi-modal solution that increases access to passengers within conurbations. These solutions will be comprehensive by including enhancements and expansions to existing services, investments in new infrastructure and services, and investments in integration across modes.”


TerminalBersepaduSelatan(TBS)established

integrated transportation hub

connecting passengers to

over

90DEStinations across the country

2013INTEGRATED TERMINALS:

INITIATIVES

Integrated TerminalsTo divert congestion away from major centres in Kuala Lumpur, a decision was made to reallocate and create integrated terminals. This culminated in the creation of the Integrated Transport Terminal-Bandar Tasik Selatan, better known as Terminal Bersepadu Selatan (TBS). TBS is easily accessed via the Middle Ring Road (MRR) 2 and Sungai Besi Expressway. In addition, the 24-hour integrated transportation hub connects three major rail lines and connects passengers travelling to more than 90 destinations across Peninsular Malaysia. The integration of these modes of transportation was important to ensure better safety, security and ease of access to transportation. In 2015, the Pudu Sentral express bus services were moved to TBS to reduce traffic congestion around the Pudu area.

Integrated stations are also present in other cities that are developing into urban hubs. An example is Terminal Amanjaya, which in 2014 was gazetted as the only express bus terminal in Ipoh. Providing bus connectivity to the Ipoh Railway Station, the terminal currently offers 400 car parking bays and 50 motorcycle parking bays, as well as a budget hotel on its premises for overnight travellers, among others. Another example, Melaka Sentral, serves as a stage and express bus terminal with buses transporting commuters from the southern state to a host of local destinations including KLIA, Kuala Lumpur, Singapore and Genting Highlands.

Park and Ride facilitiesIn enhancing a commuter’s experience, Park and Ride facilities serve an important role in delivering first- and last-mile convenience. They do not only serve as a parking facility but also as a disembarkation point and necessary node of the public transportation system. Between 2011 and 2015, a total of 24 “Park-n-Ride” stations have been constructed across the Greater Kuala Lumpur/Klang Valley region with a capacity of 10,024 parking bays at key public transport terminals. These additional parking bays encourage the rakyat to make greater use of the rail backbone of our public transport network by eliminating the first-mile connection between their homes and the station.

2011

2012

2013

2014

2015

TOTAL

YEAR

Terminal Bersepadu Selatan

LRT Bandar Tun Razak

LRT Gombak

KTM Batu Tiga

KTM Padang Jawa Lot A

KTM Kepong

KTM Salak Selatan

KTM Batang Benar

KTM Kajang

KTM Petaling

KTM Seremban

KTM Bangi

KTM Seri Setia

LRT Pudu

LRT Sungai Besi

Bandar Tasik Selatan

LRT Ampang

KTM Padang Jawa Lot B

KTM Shah Alam

LRT Asia Jaya

ERL Salak Tinggi (Open carpark)

LRT Awan Besar

LRT Muhibbah

LRT Kinrara (BK5)

PARK-N-RIDE STATIONS

1,200

400

1,260

106

113

141

189

126

430

222

600

288

94

416

213

991

1,140

102

558

607

229

182

229

188

10,024

no ofPARKING BAYS

FIGURE 16: Distribution of Park-n-Ride Stations

built in Greater KL/Klang Valley under Urban Public Transport NKRA

10,024parking lots

2011-2015


8887

Terminal LICENSINGIn an effort to improve the user experience, Terminal Licensing will be introduced to ensure that terminals achieve a certain statutory minimum standard in terms of security, safety, operations and information dissemination. This plan outlines the necessary steps in rolling out the introduction of the licensing process and on how to deal with the process of licensing or relicensing the terminals.

Journey Planner AppAccess to accurate and real-time service information within Greater Kuala Lumpur/Klang Valley is essential to help commuters move efficiently. SPAD believes that such supply of real-time information will increase the public’s confidence in the system, build reliability and eventually boost the modal share of public transport users.

In view of this, SPAD has begun developing the Journey Planner mobile application to help commuters find public transport services to and from a destination. With Journey Planner, commuters will be provided with an integrated platform that includes multi-mode and multi-operator service information via a search engine. The application will also display the best options for an individual’s trip, based on real-time information, once the user has keyed in their start and end destinations.

Key components of the Journey Planner application are as follows:

1. Estimated time of travel2. Exact vehicle position (KTMB and stage bus operators)3. Real-time service disruption alerts from individual operators

The application will be monitored by SPAD with the cooperation of major operators who are currently running the routes in the public transport network within Greater Kuala Lumpur and the Klang Valley.

MeterOn AppIn keeping up with technological advancements, in 2015, the Commission developed several digital applications to enhance the public transport experience. These included the MeterOn application, which aims to provide taxi users with an additional avenue to rate and report taxi service and driver’s performance. The application also acts as a platform to verify drivers’ information. By entering the vehicle registration number, a user will be able to vet through the details of the driver and check his traffic offence records and other passengers’ feedback on the driver.

The impetus for this project was the complaints on drivers not using the meter. Customers were not happy with drivers’ attitudes and this was channelled back to SPAD. As a result, MeterOn was developed after a replication of SPAD’s Sistem Perlesenan Kenderaan Perdagangan (SIKAP) database was completed. This database was needed to restrict direct integration to the SIKAP system, which was then the heart of SPAD.

By the end of 2015, a total of 19,812 downloads were recorded. The MeterOn application also won SPAD a first runner-up award at the Hari Anugerah Inovasi held by the Prime Minister’s Office.

Integrated TicketingSPAD has been tasked with spearheading an initiative that will require public transport service providers to integrate fare systems via the Integrated Common Payment System (ICPS) that is currently being developed. The project will create a unified ticketing system environment across the transit operators in the Klang Valley and involves collaboration with Touch ‘n Go to produce a common travel card.

Under the ICPS scheme, journeys across multiple operators will be considered as an integrated single journey with only one fixed fare charged, resulting in fare reduction for the commuters. In addition to facilitating cheaper and barrier-free travel, commuters will have the option of choosing from different fare products such as monthly passes, weekly passes and tourist passes which can be customised to accommodate future conditions. ICPS is expected to first be introduced in the Klang Valley for urban rail, i.e. LRT, KL Monorail, KTM Komuter, MRT, and then BRT Sunway. RapidKL Buses will participate at a later stage. The initiative will involve a back-end integration exercise to harmonise different operator fare systems as well payment mechanisms. Once introduced, existing Touch ‘n Go cards in circulation can also be used by commuters. ICPS will also enable transit payments through the new ATM/debit cards at the gates as part of SPAD’s efforts to provide multiple payment options for transit.

Currently, LRT commuters continue to enjoy discounts from the new cash fare rates when travelling with cashless cards such as Touch ‘n Go and MyRapid. As an added incentive, passengers who opt for “MyRapid Smart 7 Weekly” or “MyRapid Smart 30 Monthly” continue to enjoy discounts of between 17% and 26%, and 23% and 35%, respectively on the distance rate compared with cash. KTMB Klang Valley Komuter on the other hand continues to provide commuters with savings of between 9% and 16% for Touch ‘n Go users, while weekly ticket users are given discounts of up to 24%.

ENABLING SEAMLESS COMMUTER EXPERIENCES WITH INTEGRATION

“Residing in Nilai, I have easy access to KTM services, and this is why it is my public transportation of choice in commuting to the city and elsewhere. I appreciate the punctuality of the train as this ensures I get to my destination on time. Furthermore, the new trains are a joy to ride in as they are clean, comfortable and spacious – it’s a smooth and pleasant trip every time. Another plus point is that commuters can take their foldable bicycles into the train cabin should they wish to do so.

Most important of all, taking the KTM is cost-saving for me, especially when I use my Touch ‘n Go card, which gives me further rebates. For instance, my commute from Batang Benar to Taman Wahyu – passing through 16 stations in total – is RM7.80 if I pay in cash but only RM6.60 if I use the Touch ‘n Go card.

I would urge that more Touch ‘n Go counters be opened at the Batang Benar station – currently there’s only one. Implementation of self-service ticket counters as soon as possible would be great as well, so as to better serve customers.”

Ismadi Yusuff,34, Manager

“I always use taxi and LRT to go to and from work, it gives me value for money. I am also an active user of the MeterOn app to make any complaints about public transport. I would encourage everyone to use public transport as an alternative for travelling to and from work.”

MuhammadMuaz,

29, engineer


9089

CHALLENGES

The integration of the country’s public transport system requires a sizeable effort involving multiple operators, modes and fragmented payment systems. This initiative requires comprehensive planning to ensure a truly seamless system for users, and thus requires considerable time before reaching fruition.

Further considerations include the need to integrate terminals as the capacity of existing terminals reach their limit in being able to cater for the significant increase in future demand following the expansion of the public transport network across Greater Kuala Lumpur. The Terminal Master Plan, meanwhile, will require amendments to legal frameworks within SPAD’s jurisdiction to ensure regulations are in line with its initiatives. At the same time, SPAD must educate terminal operators on the importance of the Master Plan and how it can impact terminal operations as a whole.

“I have used the light rail transit (LRT) system since I started working in the KLCC area five years ago. Since then, the service has improved tremendously. Frequency has increased and the trains are larger. For me, the most notable improvement has been in the construction of the multi-level parking lot at the Gombak Station where I usually board the train. I used to park and ride from Setiawangsa, which was a nightmare to get to, but now I go a few stops back and park at Gombak. I know this is a small detail but having music on at stations helps with creating a better experience for commuters like myself. Announcements on prayer times have also been helpful especially for those who are fasting. However, if there are any delays or issues, I hope that they can ensure continuous announcements are made over the station’s PA system instead of only intermittently to help keep users continuously informed of latest developments at the stations. ”

Nurul Hasanah Awang,29, Communications

Executive

FUTURE DIRECTION

INTEGRATED TERMINALSThe next steps for integrating terminals include the completion of Terminal Bersepadu Gombak (TBG) and Terminal Bersepadu Sg. Buloh (TBSB) scheduled by 2020. Unlike the TBS, which was fully funded by the Government, both the TBG and TBSB will be developed and operated via concessions and private funding, respectively.

TERMINAL LICENSINGTerminal Licensing is targeted to be introduced by the end of 2016, and will be the first step before licensing each qualified land public transport terminal. To ensure optimal results, SPAD will engage with terminal operators to ensure their familiarity with the requirements.

PARK AND RIDE FACILITIESIn terms of Park and Ride, plans have been laid to build a further 3,955 parking spots by 2019 complementing the rail lines that will be operating by then. Also by 2019, there will be some 30 Park-n-Ride stations across the city at high concentration areas.

TECH-BASED APPSThe Journey Planner App is targeted to be launched by the end of 2016, while SPAD has also plans to develop an extension of the MeterOn application to cater for express bus users.

INTEGRATED PAYMENTThe ICPS is targeted to be introduced in 2018, with plans underway to extend the scheme to Park and Ride users as well. The MyRapid card will be phased out prior to ICPS activation due to interoperability challenges and will be replaced with a new card under ICPS which will offer products similar to MyRapid’s including Smart 7 and Smart 30. The same will apply to any KTMB Klang Valley Komuter products. The discount rate will be determined upon final discussions with transit operators at a later stage.

In tackling the affordability angle, the most recent initiative from the Government has been the announcement of a 50% discount on LRT fares between 6am to 7am to encourage off-peak hour travel beginning 16 September 2016. This move, while lessening the cost burden on commuters, is also aimed at facilitating a more conducive demand curve that will result in better service.

ENABLING SEAMLESS COMMUTER EXPERIENCES WITH INTEGRATION

“I usually take the bus and taxi, and in the last five years, I’ve seen improvements in bus services, especially with the introduction of free bus services, which has attracted more users. I believe public transport is important because it can lower our cost of living and provide comfortable travel.”

Mohd Amir Abdullah,25, PRIVATE SECTOR EMPLOYEE

Terminal Bersepadu Selatan


9291

Prasarana Driving the Futureof LAND Public Transport in Malaysia

Prasarana Malaysia Berhad (Prasarana), which owns and operates the country’s two LRT networks and the KL Monorail as well as the bus services of Rapid KL, Rapid Penang and Rapid Kuantan, sees the future of public transport in Malaysia lying in Transit-Oriented Development (TOD), where rail stations act as more than just transit points for commuters. TODs are mixed commercial and residential projects that are designed, constructed and integrated into an operating LRT station. Under Prasarana’s new business plan, TODs are set to transform the urban landscape in Malaysia, providing communal spaces for the public to come together to live, work and play. “First and foremost, we must understand that the TOD concept is comparatively new in Malaysia. We developed a public-private partnership where developers are invited to participate in the development of prime land within a framework determined by Prasarana. An ideal project is to replicate the iconic Kuala Lumpur Sentral Station,” explains Dato’ Azmi Abdul Aziz, Prasarana President and Group CEO. Prasarana’s first TOD is Latitud8, a mixed commercial development that will be built above the Dang Wangi LRT station. Launched on 19 April 2016, Latitud8 will feature a lifestyle retail podium with business and convention facilities, open office spaces, SOFO (Small Office Flexible Office) suites, SOHOs (Small Office Home Office), residences and duplexes as well as a rooftop lounge and bar. The project will see the construction of a 43-storey building above the existing structure of the station and is targeted for completion by end-2019. With Latitud8 leading the way, Prasarana has teamed up with Naza TTDI Sdn Bhd to undertake the construction of premium serviced apartments at Taman Tun Dr

Ismail, near the TTDI MRT station. Similar mixed development projects have also been planned for the Ara Damansara, Awan Besar, Kelana Jaya, and IOI Puchong Jaya LRT stations and Lot 1233 in Brickfields near the Tun Sambanthan Monorail Station. With the upcoming LRT 3 project, Prasarana is optimistic about the prospects of building more TODs. The LRT 3 will span 37km and have 26 stations along its route, of which 13 have the potential for future TODs. Ten of these stations would also have Park and Ride facilities. “When you look at places in Japan and Hong Kong that have started some 20 years ago, they have carried out TOD successfully. Now we need to tweak this for a KL and Malaysian environment. We must understand the success factors and identify the ones that can suit our environment,” explains Dato’ Azmi. The TODs will follow on from Prasarana’s efforts to promote and integrate public transport in Malaysia. These include integrating the LRT system with the bus, Express Rail Link (ERL) and KTM Komuter service at Terminal Bersepadu Selatan (TBS) in Bandar Tasik Selatan; connecting the interchange stations between the KL Monorail Line and the Kelana Jaya Line at Dang Wangi and KL Sentral; and integrating the Kelana Jaya Line and Sri Petaling/ Ampang Lines at Masjid Jamek; as well as the Sri Petaling/ Ampang Lines with the KL Monorail Line at Hang Tuah and Titiwangsa, further enhancing the connectivity and mobility of the commuting public.

Prasarana also successfully integrated the ticketing systems between the different lines under the Automated Fare Collection project in 2011, allowing seamless travel and transfer between the lines.

In the past five years, it has also replaced some of its rail assets with new and more modern models, introducing bigger capacity four-car monorail trains and six-car trains for the Sri Petaling/Ampang LRT Lines and four-car trains for the Kelana Jaya LRT Line. It has also extended the reach of the LRT network through the extension of the Kelana Jaya and Sri Petaling/ Ampang Lines up to Putra Heights, enhancing the connectivity to the KTM Komuter station at Subang Jaya and integrating the Kelana Jaya Line with the BRT Sunway Line at USJ 7.

The Group also took on the upgrading of supporting infrastructure such as bus hubs, covered walkways, elevated walkways and Park and Ride facilities, as well as enhancing the universal access facilities at LRT and monorail stations.

Additionally, to ensure that first- and last-mile connections were further fortified, Prasarana improved connectivity with public buses, especially the GoKL and Rapid KL bus services at Pasar Seni and KLCC. Feeder bus networks were also designed to connect LRT users with Rapid KL buses.

“We want the public to have a good impression [of the bus service]. Rapid KL is a new kind of bus service, we want people to move on from the perception that buses are the old, shabby, black smoke vehicles they once were,” he says, adding that this goes beyond being timely and treated well by bus captains. Prasarana is also encouraged by the steps taken by SPAD in December 2015 to implement the Bus Network Revamp (BNR) exercise, where a total of eight stage coach corridors were revamped in the Greater Kuala Lumpur/Klang Valley area. Moving forward, the rakyat can look forward to a world-class public transport service. Improving the main rail line within the Klang Valley, as well as to the South and East Coast of Peninsula Malaysia, will bring these transformations to fruition. An improvement in the capacity of the monorail and LRT services will ensure more passengers can be moved at any one time, particularly during peak hours. The further development of ancillary services such as buses, taxis and the availability of Park and Ride facilities will also help boost public transport modal share. Dato’ Azmi, who is formerly from SPAD, says that the Commission and Prasarana’s working relationship has always been very good seeing how SPAD is the public transport regulator and formulator of the National Land Public Transport Master Plan as well as the Urban Rail Development Plan. “We would say that SPAD’s role is vital. SPAD and Prasarana are like brothers in arms,” says Dato’ Azmi. Prasarana fully supports SPAD in its initiative to implement projects that will benefit the public. “We must bear in mind that a good public transport network and backbone is the blood in the veins of our economic growth,” says Dato’ Azmi.

“We must bear in mind that a good public transport network and backbone is the blood in the veins of our economic growth.”

DATO’ AZMI ABDUL AZIZPRESIDENT AND GROUP CEOPRASARANA MALAYSIA BERHAD


9493

Terminals and Bus Operators Transforming Bus Travel

Step inside the Terminal Bersepadu Selatan (TBS) at Bandar Tasik Selatan and you may feel that you have entered a small airport. This is exactly the experience terminal operator Maju TMas Sdn Bhd seeks to provide passengers as it works with the Government to win back public confidence in the public transport system.

“It is a bus terminal but it’s giving you an airport experience. The infrastructure is built as such whereby we segregate the departing and arriving passengers. In that way, we can better manage and produce a proper passenger manifest for the bus operator. Each passenger that boards from this terminal will be accounted for in the passenger manifest, which we distribute to the bus operators and keep for our records. It’s all about security and trying to return confidence to the public to use public transport,” says En. Mohamed Roslan Dato’ Shariff, managing director of Maju TMas.

As the terminal operator, Maju TMas also manages all ticket sales at TBS under a Centralised Ticketing System (CTS), where passengers can buy bus tickets at any one of its 70 counters and 12 self-purchase ticket vending machines. Ticket prices are governed by SPAD as set out in the respective bus operators’ permits, which Maju TMas also helps to enforce and ensure the validity of.

A NEW GENERATION OF BUS TERMINALS“This is the uniqueness and the number one transformation brought about by TBS,” says En. Mohamed Roslan of the CTS. This cuts off intermediaries at the terminal, and although passengers may also buy their tickets online or directly from bus operators elsewhere, these must be exchanged for a boarding pass at TBS. Additionally, before boarding a bus, tickets must be produced to TBS staff at the departure gate to ensure the passenger is getting onto the correct bus. TBS staff scan the tickets on machines, which enter the information into the TBS system in an entirely automated process which is able to produce the complete passenger manifest immediately.

“These are some of the efforts we have taken to give confidence back to people. In a lot of critical areas such as security, safety and convenience, we try to align ourselves with an airport,” En. Mohamed Roslan says.

The terminal is made up of 19 gates at its departure hall and the arrival hall which provides 18 arrival bays. Prior to dropping off passengers at the arrival bays, buses must go through two checkpoints at the bus holding area, where information

including that to be input into TBS’s Public Information Display System (PIDS) is collected. A first for a bus terminal, the PIDS provides all arrival and departure information in real time. TBS also provides typical terminal facilities such as a food court and other food outlets and convenience stores and other retail outlets, as well as OKU facilities and access to public services such as Pos Malaysia and a PTPTN counter.

Initially set up to service journeys through the southern corridor, TBS is now open for travel through the northern and eastern corridors as well, covering 170 destinations in all.

“It is very organised; we try to make it clean and not appear chaotic,” notes En. Mohamed Roslan.

Terminal Amanjaya, which has been gazetted as the only express bus terminal in Ipoh, is another travel hub striving to enhance the travel experience with its 17 departure bays and five arrival bays, which are similarly segregated like TBS’s. The terminal also has 40 holding bays, and is served by 33 express bus operators plying routes from Ipoh to other cities and towns throughout Peninsular Malaysia. Beyond commuting, the terminal also provides retail and office spaces and a budget hotel, among other facilities.

“The development of integrated transportation terminals, which are equipped with various supporting infrastructure such as ticketing, public transport information and park and ride facilities as well as other public amenities and ancillary services, is intended to provide comfort, safety and access to improved travel information and notification, as well as an enhanced transportation network for passengers,” says YBhg Dato’ Sri Cheong Kong Fitt, managing director of Terminal Amanjaya operator Perak Transit Berhad.

This enhanced travel experience is one that the Government is looking to emulate for other terminals, and which is already being is reflected by efforts at Terminal Sentral Kuantan (TSK), which is operated by Majlis Perbandaran Kuantan. En. Wan Zaid Wan Ahmad, head of TSK management, says MPK plans to limit access to its departure hall, which is currently open to everyone, to only those with bus tickets as it also moves towards providing an airport feel.

TSK’s operations commenced fairly recently, in August 2013, but It has already recorded significant activity. According to En. Wan Zaid, the terminal recorded around 107,000 trips in 2015, made up of 140 departures and 150 arrivals per day. This saw around 3.2 million passengers coming through the terminal in 2015, utilising its 32 ticket counters operated by the 32 bus companies currently providing their services at TSK.

The terminal provides 16 departure platforms for express buses and two platforms for RapidKuantan stage bus services, as well as 15 holding bays for arriving buses. Other facilities available at TSK include a foodcourt, daily and overnight parking for private vehicles, free motorcycle parking, prayer rooms, disabled-friendly bathrooms and a sick bay where passengers will be tended to by TSK staff while waiting for medical assistance. En. Wan Zaid says to avoid congestion, especially during peak periods, the terminal also has segregated lanes for exiting buses, hire cars and private vehicles. Additionally, MPK has taken the initiative to add seating at its 400-seat departure hall during peak periods to ensure comfort for its visitors.

As it aims to provide an airport experience, among the most important measures for TSK moving forward, in addition to tightening entry into its departure hall, are adding more CCTVs and improving its lighting, as TSK prioritises safety and security. It also plans to add more conveniences for bus drivers and travellers, such as a formal drivers’ resting room and a move towards the CTS and PIDS approach. At present, passengers can view real-time departure information via a dedicated website, which MPK plans to expand to include arrival information.

En. Mohd Saleh Jusman, general manager of Panorama Melaka Sdn Bhd, which operates Terminal Melaka Sentral, says similar developments are in the pipeline for the terminal, where the CTS is targeted to be put in place in the first half of 2017. Melaka Sentral has also already implemented measures to ensure safe and organised terminal operations, such as barring private vehicles from the bus area, and will be improving its PA system to enhance the clarity of announcements. The terminal is also set to receive another 38 “green” buses by March 2017 to add to its existing two, in line with its green terminal initiative which has seen it plant flowers and trees in and around the terminal.

Among the most anticipated improvements at Melaka Sentral, however, are those related to the integration of public transport, which is another key function of Malaysia’s new generation of bus terminals.

“It’s all about security and trying to return confidence to the public to use public transport.”


9695 TERMINALS AND BUS OPERATORS TRANSFORMING BUS TRAVEL

En. Mohamed Roslan Dato’ ShariffMANAging directormaju tmas

Perak Transit, which is also a stage bus operator, has also taken steps to improve its bus services, using new and air-conditioned buses and employing trained drivers with good driving habits. It is also expanding its services to rural areas and non-profitable routes, while it emphasises achieving more punctual and reliable bus services.

Much of these activities are undertaken with support from SPAD and the Government, which both terminal and bus operators agree have been instrumental in spearheading the transformation of bus travel.

“We ensure our drivers attend courses focused on road safety organised by SPAD. The drivers are trained to exercise care and diligence in their driving etiquette, manners and responsibilities, to avoid any untoward accidents,” says Dato’ Sri Cheong.

Madam Agnes Tan, of bus operator Handal Indah Sdn Bhd, also comments that SPAD has helped the bus operator shorten the permit renewal process, noting that dealing with SPAD is much more efficient.

The Government has also implemented a number of initiatives to raise the standards of bus services and lend a helping hand to stage bus operators through the Interim Stage Bus Support Fund (ISBSF). En. Mohd Salleh notes that the ISBSF has helped to give relief to bus operators which have experienced revenue shortfalls, mainly as a result of servicing unprofitable, social routes.

“The ISBSF initiative is expected to promote the continuity of bus services and promote bus services as an effective mode of transportation. The Stage Bus Service Transformation (SBST) programme was introduced under the National Land Public Transport Master Plan with a focus on improving operator viability and expanding bus route coverage by migrating from the fare-box revenue collection model to the gross-cost service delivery model,” Dato’ Sri Cheong further explains.

The close working relationship between these terminal and bus operators, and SPAD and other Government agencies, has been crucial in getting everyone on board with land public transport transformation.

“As the terminal operator, we report directly to the Government [which owns TBS], but we coordinate the operational and implementation plans which can come from various Government agencies, such as awareness campaigns with SPAD,” says En. Mohamed Roslan, who also highlights the strict boarding procedures, departure schedules and driver health initiatives, including the provision of free medical check-ups for drivers, at TBS.

“At the end of the day, it’s all for the good of the people and everyone involved; the bus operators, drivers and co-drivers, passengers and terminal operators, must subscribe to these good values,” he says.

LINKING UP LAND PUBLIC TRANSPORTAccording to En. Mohd Saleh, future plans for Melaka Sentral include linking the terminal with the Melaka monorail, which the State Government plans to revitalise, and the Melaka River Cruise, which under its second phase of development will include a stop behind Melaka Sentral.

Integration efforts are already visible at all bus terminals, which serve as an important travel hub linking buses, trains, taxis and hire cars for travellers to reach their destinations. For example, Terminal Amanjaya, which commenced operations in 2012, is also gazetted as a taxi station, enabling passengers to commute to other destinations, notes Dato’ Sri Cheong Kong Fitt. “Additionally, stage buses that ply the Terminal Amanjaya route will pick up and drop off passengers at the express bus arrival bays of Terminal Amanjaya,” he says.

At TSK, En. Wan Zaid says there are 40 spots at its hire car stand, in addition to five standby spots for hire cars to follow the queue system. Passengers book their cars at the hire car counter managed by TSK to continue their travel from the terminal.

The most comprehensive integration of public transport, however, is currently seen at TBS, which is the only terminal connected to rail links: the Express Rail Link to KLIA, KTM Komuter and Rapid Rail. It will also be accessible from the MRT Serdang station which is part of the Sungai Buloh-Serdang-Putrajaya MRT Line 2. Furthermore, the terminal is accessible via major highways which link some of the most densely populated areas around Greater KL and the Klang Valley, allowing passengers to get on RapidKL and KLIA shuttle buses, in addition to providing a taxi stand for metered taxis.

GETTING EVERYONE ON BOARD WITH BUS TRANSFORMATIONIn addition to the work put in by the bus terminals to transform bus travel, bus operators have also taken measures to attract more passengers.

“On our part, we strive to ensure our passengers are comfortable by replacing our old buses, in line with our policy of having a young fleet of buses. We also pride ourselves on our courteous bus drivers. In fact, some of our drivers have received the Courteous Driver Award from the Inspector-General of Police.

“In the future, we hope to continue providing comfortable services to our passengers and helping them reach their destinations without incident and at an affordable cost. We would also like to add to our fleet of buses to connect our passengers to more destinations,” says En. Mohd Salleh Hassan of bus operator Syarikat Pengangkutan Maju Berhad in Johor.

“The most comprehensive integration of public transport, however, is currently seen at TBS, which is the only terminal connected to rail links: the Express Rail Link to KLIA, KTM Komuter and Rapid Rail.”

ENFORCING LAND PUBLIC TRANSPORT LAWS


10099

ENFORCINGLAND PUBLIC

TRANSPORT LAWS

INTRODUCTION

As the national land public transport regulator, SPAD has been empowered by the Land Public Transport Act 2010 to enforce the rules outlined in the Act to ensure the rakyat enjoys safe, reliable and legal public transportation. Its enforcement powers represent an integral part of its mandate, and are in line with one of the NLPTMP’s strategic imperatives to enhance service levels and convenience of land public transport by improving monitoring and enforcement.

The Commission’s powers of enforcement encompass the authority to audit, investigate, compound/suspend/revoke operators’ licences, as well as to seize and auction vehicles for offences relating to the illegal use of vehicles.

Broadly, SPAD’s Enforcement Division undertakes activities related to the following initiatives:

• Regular enforcement operations and daily monitoring of public transportoperators/drivers

• Assist SPAD’s Human Resource Division in the execution of enforcementtraining as required

• Investigate all complaints received either from SPAD’s ComplaintsManagement Division (CMD) or the public, and

• Investigateallcasesidentifiedduringenforcementoperations• Interrogateand interviewallwitnessestocompletethe investigationpaper

for every case before proceeding to the Legal Division for a compound to be enforced or a trial in court

INITIATIVES

Enforcement Operations and MonitoringAmong the main activities regularly conducted by SPAD’s Enforcement Division are enforcement operations and daily monitoring of public transport operators to ensure that they are performing their services based on the conditions and rules outlined in the Land Public Transport Act (APAD 2010).

As part of these efforts, SPAD’s enforcement officers may impose penalties for

“To improve the passengers’ experience of the land public transport system and to be more rakyat-centric, a focus should be placed on improving the land public transport’s existing service quality, reliability, safety and convenience. This can be initiated by improving the regulation of the land public transport system and driving effectiveness and efficiency.”


fraud on offending parties, make arrests, undertake intelligence gathering and set up roadblocks. They are also empowered to conduct inspections on:

• landpublictransport,touristandfreightvehiclestoensurethattheyareroad-worthy• thevalidityofvehiclelicencesandotherrelevantdocuments• drivers,conductorsandco-driverstoensurethattheyarefitforwork,and• travelticketsfortheirlegitimacy

SPAD’s officers are also authorised to prevent touting, soliciting and use of illegal vehicles by transport operators and the public.

In an effort to ensure the effectiveness of their duties, SPAD officers work hand-in-hand with enforcement officers from other agencies such as the Road Transport Department (RTD) and the Royal Malaysian Police (PDRM).

In tandem with its first year of operations in 2011, SPAD’s enforcement activities were focused not only on curbing operational abuses of the land public transport system, but also on creating awareness among land public transport operators and the public on the country’s new land public transport regulations. The Commission also began building its enforcement capacity with the appointment of only 157 enforcement officers – a relatively low number for the whole of Peninsular Malaysia.

This was followed by the opening of the SPAD Enforcement Headquarters at Persada PLUS adjacent to the PLUS Subang toll plaza on 28 February 2012.The year 2012 marked an expansion of SPAD’s enforcement activities as it entered into collaborations with PDRM, the Road Transport Department (Jabatan Pengangkutan Jalan, or JPJ), Kuala Lumpur City Hall (Dewan Bandaraya Kuala Lumpur, or DBKL), the Public Works Department (Jabatan Kerja Raya, or JKR), the Malaysian Institute of Road Safety Research (MIROS) and Putrajaya Corporation (Perbadanan Putrajaya, or PPJ) to coordinate and streamline the role and function of each agency in enforcing the relevant public transport and traffic laws.

The Division’s capacity expansion has allowed SPAD to take strict action in enforcing land public transport laws, with the Commission recording a total of 31,751 operations from June 2011 to December 2015, consisting of routine, special and joint operations. In the same period, the Division inspected 717,557

Tan Sri Dato’ Seri Dr. Syed Hamid Syed Jaafar Albar, Chairman of SPAD, officiating at the opening of SPAD’s enforcement headquarters at Persada PLUS. The location for the headquarters was chosen due to its accessibility, providing convenience for land public transport operators to lodge complaints and report vehicular incidents. The enforcement headquarters is also open to the public

vehicles, of which taxis accounted for the majority of vehicles inspected. The Division has also solved 98% of the 28,776 offences committed in the past five years, in incidences involving taxis, individual/company vehicles, buses, trucks and touts.

In 2015 alone, the Division recorded 9,170 offences involving various modes of transport, including touts and illegal operators operating without valid licences, with almost 43% of offences involving trucks. Nonetheless, SPAD is pleased to note that 93% of vehicles inspected were found to comply with the relevant laws. In an effort to continue contributing to high-impact results within the land public transport industry and overcome a shortage of personnel, the Division will increase its focus on conducting joint operations with our partner agencies.

The Division’s Logistics Department has also expanded its capacity since 2011, increasing assets such as operational and support vehicles, portable axe weighers and walkie-talkies to aid in carrying out enforcement duties.

Developments in 2015 also included SPAD’s successful integration of its Prosecution Registration System into the forthcoming SPAD Operator Licensing System (SPO). The Commission also developed a set of management-certified standard operating procedures. The new operating procedures are expected to result in enhancements in the Enforcement Division’s operational plans and improve information sharing between SPAD and other enforcement agencies. They will also improve the investigation process, allowing for better monitoring of investigation papers and shortening the duration of completion from 60 to 30 days.

27,325 ops

1,386 ops

Number of Vehiclesinspected (717,557)

ops(31,751)

CASES IDENTIFIED (28,776)98% solved, 2% in-progress

Routine Activities

Special Ops (3,040 ops):

Joint ops with:

100%

Touts: 275 cases

SOLVED

98% 2%

buses: 8,117 cases

SOLVED IN-PROGRESS

97% 3%

trucks: 10,384 cases

SOLVED IN-PROGRESS

99% 1%taxis: 9,414 cases

SOLVED IN-PROGRESS

100%SOLVED

indiviDual/ co. Vehicles: 586 cases

serkap806 ops

parasit/alien200 ops

Tegas 1,079 ops

Hippo955 ops

FIGURE 17: Enforcement Activities from June 2011 - December 2015

425,908taxis

413touts

261,544buses

29,692trucks


102101 ENFORCING LAND PUBLIC TRANSPORT LAWS

TrainingCapacity-building of SPAD’s enforcement officers is vital in ensuring strict and appropriate enforcement of land public transport rules and regulations. During the period between 2011 and 2015, the number of SPAD enforcement officers has risen from 157 to 378. Figure 18 shows the number of officers trained annually from 2011 to 2015:

These personnel have been deployed throughout Peninsular Malaysia, with Persada PLUS and Subang representing our presence in the central region, Sungai Petani and Pulau Pinang in the northern region, Kuala Terengganu in the eastern region and Johor Bahru and MITC Melaka in the southern region.

SPAD is also pleased to note that with the assistance of the HR and Finance Divisions, the Commission has been able not only to retain its well-trained enforcement personnel, but also replace those who have retired or resigned, enabling the Commission to continue carrying out its enforcement duties appropriately.

YEARTOTAL

TRAINED PERSONNELCENTRAL REGION SOUTHERN REGION NORTHERN REGION

TRAINed PERSONNEL

EASTERN REGION

2011

2012

2013

2014

2015

87

196

216

211

200

25

41

67

67

67

24

30

63

63

59

21

40

56

54

52

157

307

402

395

378

FIGURE 18: Number of Enforcement Officers Trained Annually from 2011 to 2015

FIGURE 19: Areas of Responsibility

Persada plus

MITC MELAKA

KUALA TERENGGANU

Northern Region

Central Region

Eastern Region

Southern Region

JOHOR BAHRU

sungai petani

PULAU PINANG

CHALLENGES

Despite SPAD’s best efforts to recruit and retain enforcement personnel, the Division’s main challenge remains personnel shortage, which creates a low perception of being caught for offences by operators/drivers, while also impeding the coverage of SPAD’s operations. In a measure to address this shortcoming, SPAD will conduct more joint operations with our partner agencies and continue to work closely with our HR and Finance Divisions to ensure it is able to meet its workforce requirements.

The Commission has also observed continued low awareness among the public, operators and drivers on the Land Public Transport Act 2010, causing offences to remain high. Thus, SPAD recommends the imposition of more severe punishments to deter offenders, and will continue to disseminate information on SPAD and the Act to ensure public transport laws are complied with.

FUTURE DIRECTION

The Enforcement Division’s future plans include strengthening operation collaborations with other relevant agencies at all levels to ensure continued strict enforcement of public transport laws. In aid of this, the Division also intends to establish new offices in every state in Peninsular Malaysia and increase the number of enforcement personnel.

“Currently, I use the LRT 5 days a week to travel to work in Kerinchi. So far, my experience has been good, but it gets crowded at peak hours. I feel in terms of cost savings, it’s almost equal to using my car, but saves my time from being caught in traffic jam. I would like to thank SPAD for its initiatives in improving public transport. However, I would like to see buses arrive in a timely manner. The LRT is timely, but people shouldn’t feel that they will be late for work if they miss the bus. Nonetheless, I strongly encourage people to use public transport to help reduce carbon emissions and improve the environment.”

Keishan,25, telecommunications

executive

CONNECTIVITY AND CONVENIENCE:IMAGINING THE FUTURE COMMUTE

Taman Perindustrian Puchong LRT Station


106105

CONNECTIVITY AND CONVENIENCE: IMAGINING THE FUTURE COMMUTE

“Malaysian land public transport experienced a tremendous change when the ETS trains and LRT were introduced. As a commuter from Ipoh, Perak, I often rely on the ETS train to travel to Kuala Lumpur because it is fast and comfortable, as opposed to the trains prior to this. Upon arrival in Kuala Lumpur, I find it more convenient to go about attending to my work-related matters using the LRT services. Nevertheless, with regard to bus and taxi services, there is room for improvement the Government can work on, especially for people like me and for city dwellers too.”

“The country’s land public transport has definitely improved in the past decade. Having used the KTM Komuter’s services for the past nine years, I now enjoy a more comfortable ride because of the longer train size compared to the ones before this. I am also happy that there are various modes of transportation available now, such as the bus and LRT, which help me commute from my home to the KL City Centre. I hope that Malaysian land public transport continues to improve and perhaps one day, attain international standards.”

“Having travelled to other cities in the world such as Singapore, Bangkok and Hong Kong, I have observed that their rail transit services are systematic and well-organised. I am grateful that, for our developing country, the Malaysian Government is working hard to plan and deliver enhanced transit rail services such as the LRT extension line and the MRT, due to begin operations at the end ofthe year. I hope the Government will continue to exert efforts to make the public transport industry grow in years to come.”

AMY ONG BEE WAN,22 YEARS OLD,STUDENT,SUBANG JAYA

JASON DEVADASON,32 YEARS OLD,OPERATIONS EXECUTIVE,KUALA LUMPUR

EDWARD LIEW KAI BIN,25 YEARS OLD, COMMERCIAL EXECUTIVE, IPOH

“I can definitely see a grand future for public transport improvements being undertaken currently and I am looking forward to some of the services. I live in Kota Damansara, but my family, including my mom, live back home in Muar. When I heard about the KL-Singapore High Speed Rail project, I was very happy to find that Muar would be one of the stations. Once it is ready, I’ll definitely be a regular user as I am imagining the time savings and convenience that trumps being stuck in weekend traffic that can lead to hours of being stuck on the highway. It might even take far less time to reach my hometown than it would to drive to work. The reduced travel time has me even contemplating if there might be a day when I can relocate back to my family home and commute into KL for work.

Also, as a regular traveller, I like the idea of how public transport is becoming more integrated and gives us different options to choose from when needing to travel to the airport, for example. If traffic is bad, or there are no taxi services at that point in time, I will be able to use the MRT and ERL service to KLIA. There is also a sense of anticipation for MRT services to begin among my fellow apartment dwellers in Kota Damansara as many have plans to switch to using public transport for their daily work commutes.”

ROSLINA MD YASSIN,36 YEARS OLD,SYSTEM ENGINEER,KOTA DAMANSARA

“The ease and convenience offered by public transport in the country was unheard of in my younger days. Back in the day, one of the most prominent public transport services we used was the Mini Bus. It served the purpose but safety and comfort were not a priority. My daughter uses the LRT daily to commute to and from work and I take comfort in the fact that she enjoys the convenience of not having to drive while using services that are operated by professionals. Better public transport alleviates the burdens of those who have to buy cars or live in expensive areas in the city to be close to their place of work. As a senior citizen, I am also able to enjoy discounts via the concession cards that can be used to pay for public transport services. I believe the Government has done the right thing to prioritise the improvement of public transport and is laying down the foundations to put in place world-class infrastructure fitting of developed nations. The future generations of Malaysians will stand to benefit from these efforts.”

MD PILUS ZAINAL,66 YEARS OLD,RETIREE,PETALING JAYA

(Image source: myhsr.com.my)


108107 CONNECTIVITY AND CONVENIENCE: IMAGINING THE FUTURE COMMUTE

The transformation of the taxi industry towards becoming world-class has also been put into motion with the Taxi Industry Transformation Programme which aims to create a level playing field for the taxi industry, while correcting structural issues that have affected the welfare of taxi drivers. The programme will define standards based on international best practices that should be adopted for taxi operations. It will also identify the regulatory framework to be adopted for procuring and licensing taxi services and proposed service standards in line with, if not exceeding, public expectations.

While e-hailing services have greatly impacted the taxi industry, SPAD recognises that there is strong demand for such services to address shortcomings within existing taxi services. In view of this, the Commission will regulate e-hailing applications to safeguard the rights and interests of both consumers and taxi drivers.

Even as the public transport game is raised within the country’s main economic capital, other cities, towns and villages stand to benefit from improvements being made across the peninsula. The myBAS initiative, which has been rolled out in Kangar, Seremban and Ipoh, will also be rolled out in Johor Bahru and Kuala Terengganu. myBAS will herald a new era of inter-city travel, providing more routes at higher frequencies. At the same time, through the Interim Stage Bus Support Fund, commuters living on social routes will continue to receive service and connectivity.

Complementing efforts to encourage greater public transport use, rail connectivity is being boosted across the peninsula. In addition to connecting Kuala Lumpur and Singapore in 90 minutes, the High Speed Rail will also comprise a domestic service stopping at seven key towns along the route from Bandar Malaysia to Iskandar Puteri. Once complete, the East Coast Rail Line will provide another option for travel from the Klang Valley to the states of Kelantan, Terengganu and Pahang. Apart from that, these projects are envisaged to create multiplier growth effects across the socioeconomic fabric of the regions covered.

The Malaysia-Singapore Rapid Transit System and the High Speed Rail shuttle service between Iskandar Puteri and Singapore will also provide more options for thousands of commuters who make the journey between the two countries on a regular basis.

With the rail network making up the backbone of the country’s land public transport system, SPAD also plans to develop the Railway Transformation Plan, which will be preceded by the appropriate studies expected for completion in 2017, in an effort to further elevate rail services.

Beyond medium-term plans, SPAD is also already conducting studies and exploring next steps towards the year 2030 as it remains committed to achieving the modal share target of 40% by that time.

Studies underway for the formulation of the Railway Transformation Plan include the Kuala Lumpur Tram Feasibility Study; Greater KL - Urban Rail’s First-Last-Mile (FLM) Improvement Study; the Multi Train Operator Study; and the Malaysian Railway Standards Study. With completion targeted for end-2017, these studies will provide greater clarity on future rail projects and demand patterns.

The Commission will soon commence a one-year study to drill deeper into understanding the land public transport needs of the Northern, Southern and Eastern regions of the peninsula under the Regional Land Public Transport Master Plan. In addition to gaining clarity, these studies will enable SPAD

to ensure alignment with the goals on the NLPTMP. The Northern region will include Perlis, Penang, Kedah and Perak while the Southern region will include Negeri Sembilan, Melaka and Johor. Pahang, Terengganu and Kelantan will make up the Eastern region. SPAD, working in collaboration with state authorities and relevant agencies, will study public transport enhancements while looking into travel patterns, the impact of the transport plan and proposed schemes in these areas. SPAD will look at three distinct planning levels, namely inter-regional, conurbation and urban centres. Public transport needs in these regions will not only cater to locals but also to tourism via multimodal transport that is linked to the region.

With these plans in place, SPAD targets to provide a comprehensive public transport system covering more densely populated corridors than previously offered under the existing system. In keeping with the Government’s promise to deliver better public transport, we are confident that the ultimate winners of land public transport transformation will be the rakyat who will be able to enjoy improved quality of life and more socioeconomic opportunities. The Commission remains committed in guiding the development of land public transport in the peninsula in a more holistic way, benefitting Malaysia and Malaysians for generations to come.

DELIVERING THE PROMISE OF BETTER CONNECTIVITY

The scenarios above present views from members of the public on how they envisage the future of land public transport in Peninsular Malaysia, as some components are already coming to fruition in the medium-term.

As a result of dedicated planning and implementation efforts undertaken by SPAD in collaboration with various stakeholders, transformation of the land public transport industry gained significant momentum between 2010 and 2015, and the vision continues to be realised.

In the next five years, residents within the Greater Kuala Lumpur/Klang Valley area will experience an era of public transport connectivity like never before, as intensive efforts are directed towards boosting rail as the backbone of public transport. The LRT Line Extension Project, MRT 1 and MRT 2 and LRT 3 projects will extend city connectivity to millions of people residing in areas across Sungai Buloh, Petaling Jaya, Puchong, Ampang, Serdang, Putrajaya and Klang. Supporting the rail expansion is the Bus Network Revamp and the Bus Rapid Transit, expected to transform bus travel in Kuala Lumpur and around the Klang Valley, as SPAD aims to make bus services in the country’s capital comparable to those in the world’s leading cities.

With these enhancements to the land public transport network in place, integration of all the modes of public transport will be key to realising SPAD and the Government’s vision of a reliable, accessible, affordable and safe public transport system. In this regard, the establishment of more Integrated Terminals, Park & Ride facilities and the Journey Planner mobile application will be instrumental in providing a public transport environment which attracts users. To further provide seamless journeys for commuters, the Integrated Common Payment System (ICPS) is targeted for introduction in 2018, which will provide users with a common travel card to be used across modes and travel operators. In addition to providing convenience to travellers, the ICPS will facilitate cheaper and barrier-free travel for single journeys.


110109

Perlis

Kedah

Penang

Perak

Selangor

Malacca Johor

Singapore

Kelantan

Terengganu

NegeriSembilan

Gemas

Pahang

Putrajaya

Seremban

Ayer Keroh

Muar

Batu Pahat

Iskandar Puteri Johor Bahru

Tumpat

Kuala Terengganu

Kota Bharu

Kuantan

Kemaman

Kertih Port

Port Klang

Bandar Malaysia

Kulai

Kluang

SegamatTampin

Bahau

MentakabITT Gombak

Jerantut

Kuala Lipis

Gua Musang

Dabong

Krai

Wakaf Bharu

Padang Besar

Alor Setar

Sungai Petani

Bukit Mertajam

Butterworth

Taiping

Kuala Kangsar

Ipoh

Kampar

Sungkai

Tanjung Malim

Rawang

Proposed Kuala Lumpur - Singapore High Speed Rail (HSR)

Proposed Rapid Transit System (RTS)Proposed East Coast Rail Line (ECRL)

KTMB LineGemas - Johor Bahru Double Tracking (in progress)

Station Interchange Station

Legend

PENINSULAR MALAYSIA RAIL NETWORK

Kuala LumpurBentong

Thailand

CONNECTIVITY AND CONVENIENCE: IMAGINING THE FUTURE COMMUTE

RAIL LINE

BUS RAPID TRANSIT LINE

IOI MALL

ITT Sg. Buloh

&

Future Project

Greater Kuala Lumpur/ Klang Valley Integrated Transit Map Peninsular Malaysia Rail Network MAP

KTMB Line: Gemas - Johor Bahru Double Tracking (in progress)

Proposed East Coast Rail Line (ECRL)

Proposed Rapid Transit System (RTS)

Proposed Kuala Lumpur - Singapore High Speed Rail (HSR)

Station

Interchange Station

Disclaimer: This drawing may not be exact and is illustrative of current and future rail projects in Peninsular Malaysia.

Copyright © 2016

Suruhanjaya Pengangkutan Awam Darat (SPAD)

All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any means (electronic, mechanical, photocopying, recording or otherwise) without the permission of the copyright owner.

Suruhanjaya Pengangkutan Awam Darat (SPAD)Block D, Platinum Sentral, Jalan Stesen Sentral 2Kuala Lumpur Sentral, 50470 Kuala Lumpur, Malaysia

SPAD Hotline: 1-800-88-SPAD (7723)[email protected]

www.spad.gov.my SPAD.my SPADchannel

land public transport

Documents