Berita Shell 1995

diusahakan bergerak kepada harga rendah. Kos operasi danpembangunandikurangkan manakala kos rendah Peningkalan Penggunaan Tenaga - 193 meliputi peningkatan syer portfolio aset syarikat. Secara perlahan, awal abad akan datang, lebihan 40 40 kapasiti akan lenyap kerana edaran berganjaran 35 35 30 30 pembangunan ekonomi di Perbatasan Baru 25 25 menggerakkan permintaan ke atas, terutama diTimur BI 20 3zo eco __15 ]auh dan Amerika Latin. Keadaan aman di Timur E 15 Tengah juga mengurangkan risiko pasaran lantas meningkatkan kepercayaan kepada minyak. Perkembanganrizab yang boleh dihasilkan pada kos 10 10 5 5 rendah juga menggerakkan pertumbuhan dinamik ini 0 0 sehingga beberapa tahun mendatang. Sudah tentu negara yang kurang prolifik atau mempunyai sumber tenaga lebih mahal turut mahu -5 menyumbang. Lebih rendah kos pengeluaran mereka f r e c,\"Minyax |:Ts )/boleh s n Nuktear maka lebih banyak ruang untuk memberi sumbangan. ffi o,p\"i baiki Syarikat pengeluaran dan kerajaan boleh berganding bahu menjadikan bekalan baru lebih berpersaingan. Syarikat boleh melakukan ini dengan mengurangkan kos teknologi, manakala kerajaan boleh mengurangkan kadar pencukaian dan peraturan dalam industri ini. Untuk mengekalkan rizab boleh terima/nisbah pengeluaran sepanjang tempoh akhir senario ini, sambil menyediakan tenaga pada harga boleh terima, industri akan ditanggapi berperanan menangani masalah bahagian portfolionya yang lebih mahal, meliputi : o perbatasan minyak likat a gasjarakjauh; dan o penukaran daripada gas kepada cecair. Dan, ini mungkin memerlukan peningkatan yang berkadar rendah dalam harga minyak, namun jika harga dibolehkan naik terlalu tinggi, kedudukan persaingan bahan api minyak akan susut berbanding bekalan tenaga alternatif, dan akan kehilangan tempat di pasaran. Teknologi baru akan berperanan utama menangani cabaran pertambahan permintaan minyak dan gas. Dengan mengambil kira strategi jangka panjang, iaitu menerusi Research and Development (R&D) serta kebangkalian pelaburan, industri gas dan minyak berpeluang menjejaki pasaran pada kadar harga saingan yang akan menelurkan pulangan yang berbaloi. Sekali lagi, tugasan ini terletak di kedua-dua bahu kerajaan dan industri untuk menuju satu matlamat kepentingan bersama. Pembongunon teknologi Usahabesartelahdiberikanterhadappembangunanteknologidankeupayaanpengurusan syarikat minyak, terutama sepanjang 10 tahun lepas. Bidang baru canggih telah ditemui dengan teknik perolehan seismik (3D) tiga dimensi, pemprosesan dan interpretasi yang tidak n'ujud beberapa tahun lalu. Kemampuan membangunkan bidang keberuntungan yang ditelah boleh jadi nyata sepuluh tahun lalu, kini berkembang tetapi diikuti dengan pelbagai syarat lagi. Di persekitaran lepas pantai, khususnya, keperluan mengurangkan kos merupakan sesuatu yang memberi tekanan. Sepanjang 10 tahun lepas, umpamanya, kos kapasiti Troll - lepas pantai Norway - telah berkurangan pada kadar tujuh peratus setahun dalam terma sebenar sejak reka bentuk konsepsual yang membawa kepada deklarasi kekomersilannya pada tahun 1983. Ini meliputi bukan saja kos modal projek tetapi sama juga kepada kos operasi sepanjang hayat guna yang telah dikurangkan dengan memberi penumpuan kepada kebolehharapan dan kebolehsenggaraan peralatan dan pengurangan - jika bukan pelupusan - kakitangan Brnm Sxell, Jlr.r-Mrn rccs 37

Kapasttl pengeluaran minyak msntah OPEC t€rhadap operasi lepas pantai. Syarikat minyak bersama parmintaan kepada OPEC industri kontraktor sokongan mereka telah mencapai kos keseluruhan lebih rendah dan implementasi projek terpecut menerusi urusan pengurusan dan kontraktual inovatif. Oleh demikian, industri minyak dan gas, dengan keadaan dan syarat tertentu, mempunyai kedudukan dan potensi membentuk rizab yang mampu menemui bahkan permintaan dunia Perbatasan Baru. Namun, bagaimanakah tenaga daripada sumber diperbaharui boleh memberi impak kepada pasaran? '1985 Tenogo diperbohorui 1990 1 995 2000 Pembaikan pengeluaran bukan terhad Kapasiti OPEC a- Kapasii eksport lraq kepada industri minyak sahaja. Pengurangan kos nyata telah dicapai dan akan terus dituruti Perminlaan untuk minyak- Kapasiti tambahan berpotensi dalam sumber tenaga diperbaharui, seperti : mentah OPEC o gasifitikasibiomass; o kuasa angin; dan o fotovoltaik Contohnya, penjanaan kuasa angin telah mencapai pengurangan kos 10% setahun (sumber US DoE). Teknologi ini tidaklah sebanding sumber penjanaan kuasa kerana sifatnya yang tidak sedia boleh diperolehi sebarang masa. Walau bagaimanapun ia telah mencapai kepemimpinan pasaran di mana ia lebih komersil di kawasan pilihan AS dan Eropah Barat. Satu lagi contoh ialah penjanaan kuasa menggunakan biomass. Menunjukkan pertumbuhan positif kapasiti letrik daripada sumber yang telah tercapai di AS juga projeksi ke tahun 2010 (sumber DOE). Pada mulanya, ia merupakan aktiviti sampingan kepada industri kertas dan produkkayu, ia kini menantikan pertumbuhan mampan hasil penemuan kaedah pembakaran bersama dengan arang batu dan gasifikasi bersepadu dengan pembentukan sistem turbin termaju. Perbatasan Baru adalah suasana baik untuk inovasi teknologi yang bermanfaat untuk tenaga diperbaharui, dan mungkin juga kedapatan teknologi berpersaingan komersil lagi di perbatasan lain. Senorio pembongunon mompon Sumber tenaga baru, sementara menjejaki lengkuk awal pembelajaran dengan menguasai pasaran 'niche' dan berkembang menjadi komersil berpersaingan sepanjang dekad akan datang dan mula menampakkan kepenguasaannya menjelang 2020. Ini akan membuka laluan pertumbuhan bekalan tenaga untuk dimampankan bila sumbangan bahan api fosil tidak diperlukan lagi nanti. Adalah tidak semestinya untuk mendebatkan mana satu teknologi diperbaharui itu mempunyai prospek terbaik. Teknologi akan terus bersaing tetapi pasaran yang menentukan. Percubaan berimaginasi dibuat untuk menggambarkan bagaimana keadaan bekalan tenaga ketika zarnan selepas 2020. Campuran ini bagaimanapun perlu dikembangkan lagi untuk menjejaki corak sejarah yang panjang. Dengan mengambil kira perspektif ini, idea 'menjimatkan hidrokarbon buat generasi akan datang' adalah terlalu konservatif. Perlu diingatkan juga bahawa senario ini akan bermakna bentuk tenaga keluaran karbon dioksida sekarang ini - keluaran cemar yang boleh mencapai 10 gigaton setahun menjelang 2040 - mampu digantikan dengan bentuk yang tidak berkarbon dioksida. Tentunya ia memberikan implikasi kuat kepada perdebatan, yang perlu meneroka aspek lain secara lebih detail dan jelas. 38 BenrnSnrLr, Jeu-Men tsss

Terdapat persaingan yang lebih merangsangkan: menemui Perbatasan Baru menerusi laluan yang menguntungkan di segi ekonomi. Industri mempunyai kemampuan dan persediaan menangani tugasan ini berdasarkan pencapaian yang ditunjukkan waktu lamPau dan baru ini. Pembuat polisi perlu mencipta keadaan pasaran yang boleh memberi laluan kepada keberhasilan fenomena ini. Holongon Alternatif lain ialah menjurus kepada kekurangan bekalan dan kekusutan harga yang boleh menurunkan reputasi minyak dan mungkin juga gas di kalangan pengguna dan kerajaan. Seperti Perancis di akhir tujuh puluhan, di mana dua gelombang pelaburan dalam letrik nuklear menjejaki dua peristiwa kegemparan harga. Ramai yang akan menggunakan kaedah mengatasi masalah secara nasional dan regional untuk terus tegar tanpa minyak dan gas. Unduran ke belakang untuk tidak menangani Halangan adalah sesuatu yang tidak sihat bagi ekonomi nasional sama ada negara pengeluar mahu pun pengguna. Pencukoion lenogq Dalam Halangan, penggunaan tenaga akan dicukaikan pada kadar terlalu tinggi dan dikuatkuasakan kadangkala untuk manfaat tindakan penyimpanan sub-ekonomik atau teknologi tenaga alternatif yang mahal. Ini akan menyebabkan penurunan pra matang industriminyakdangas-penurunanminyakgasolinuntukbahanapikenderaandigambarkan. Dalam Halangan, minyak dan gas kos tinggi akan tinggal tetap dibawah seperti telahberlaku pada sumber arang batu. Tenagadalambentukprodukpetroleumadalahpenyumbangutamakepadapembangunan insani, - haba, kuasa mekanikal, mobiliti - dan kepada mereka yang menghayati keselesaan asas, ia membuka laluan kepada air lebih bersih, kemudahan memasak, rumah yang nyaman atau (dipanaskan) mengikut keadaan iklim tempatan serta kebebasan mengembara dan melancong. Namun,dikebanyakannegeri,pengeluarandanpenggunaantenagamenghadapi beban cukai yang terlalu tinggi. Oleh demikian aktiviti ekonomi di negara berkenaan tidak Erampu bercambah kerana tidak upaya mencipta peluang pekerjaan dan kemewahan Xesimpulon Dunia kini berada di tengah-tengah perubahan pesat yang kesannya masih tidak dapat dibayangkan. Ketidakpastian itu bukan sahaja disebabkan kekaburan mengenai gelagat dan peristiwa yang bakal dihadapi bahkan oleh sikap dan reaksi semasa yang tidak tahu untuk memberi imbal balik relatif kepada peristiwa itu. Masyarakat boleh bertindak dengan harapan dan berkongsi peluang bila terbuka dan selamat di Perbatasan Baru; atau seperti diterangkandalamHalangan,merekabolehbertindakdengangusardantakutsertamembentuk lmbu yang boleh membendung segala kepentingan mereka. Sudah tentu dalam apa jua sernrio, manusia mempunyai reaksi - namun yang mana satu akan menjadi pendominer? Dalam Perbatasan Baru, perkembangan ekonomi yang tinggi membuka laluan kepada perringkatanyangjugatinggikepadatenaga,terutamadikalangannegarasedangmembangun. Tmaga yang dimaksudkan di sini adalah minyak, gas dan arang batu. Dan kesediadaan hahan ini adalah terkesan kepada kestabilan politik dan kecanggihan teknologi. Kesemua bentuk tenaga adalah diperlukan termasuk yang berbentuk diperbaharui. Keperihatinan persekitaran jugadiatasiataudikurangimenerusiinstrumenpasaranyang jugamenyebabkan Fmgurangan ketegangan tenaga global. Dalam Halangan pula, pertumbuhan permintaan adalah agak lembab dan bersifat hmnrilayahan, terdapat negara yang lebih berjaya berbanding yang lain. Masalah alam sekitar diatasimenerusi peraturan dan keprihatinan global tetapiboleh menyebabkan kuasa nuklear bernafas semula. PerbatasanBaruadalahkisahkejayaannegaramembangun;dalamHalangan-kedudukan meka jarang dapat diperbaiki seperti yang kita lihat hari ini sama sahaja tidak progresif.@ Brnm Sxnl, Jllr-Mm rces 39

BINTANG KECIL KELIP KELIPAN APA GERANGAN,,. J' ehh berkurun lamanya manusia mengkagumi kejadian bintang di langit hingga ramai ff meluangkan hayat mengkajinya. Kajian terhadap kejadian ciptaan Ilahi ini atau bidang yang disebut astronomi telah menjadi salah satu cabang kajian sains. Orang Mesir, China dan India diketahui telah menjalani aktiviti meneliti dan mengkaji kejadian bintang di antara tahun 3,500 SM - 700 SM. Kaum Mesir lama dipercayai menjadikan susun letak gugusan bintang dan planet sebagai pedoman ketika membina piramid atau untuk membuat penelahan mengenai sesuatu peristiwa. Kalendar yang kita gunakan hari ini pun adalah hasil daripada pengetahuan dan kepakaran mengenai posisi planet dan carta bintang. Di England, suatu fenomena yang sekian lama menjadi ketakjuban kepada pakar sains moden ialah Stonehenge. Gugusanbatu gergasi ini dipercayai menjadi pedoman kepada peninjau bintang zaman dulu kala. Oleh itu, ierdapat bukti yang mengatakan bahawa manusia mempunyai kekuatan minda, jasad dan rohani untuk meneroka dimensi yang jauh serta sukar dicapai oleh tamadun insani. Looi Keng Kok adalah seorang peminat kejadian bintang sejak di bangku sekolah lagi. Sifat ingin tahunya mengenai kewujudan bulan dan bintang merangsang beliau meninjau keindahan semulajadi cakerawala melalui kaedah terdekat dapat dikuasai manusia, iaitu Suku bulon yong menerusi teleskop. pertomo, Looi adalah lepasan ilazah tahun 1.972 dari Universiti Canterbury, Christchurch, New pemondongon Zealand. Beliau berkhidmat di Singapura selama beberapa tahun sebagai seorang Mekanik pengenolon Kejuruteraan bertauliah. Sejurus kembali ke Malaysia, beliau menyertai Standards Institute yong menorik of Research in Malaysia (SIRIM) selama setahun kemudian berkhidmat selama 15 tahun dengan Bahagian Pengusaha Car- rier International. Minatnya yang kuat terhadap astronomi terbukti apabila beliau sanggup berhenti daripada kerja pejabat waktu biasa - 9.00 pagi hingga 5.00 petang. Pada 1988, berbekalkan wang simpanannya berjumlah Lima Puluh Ribu Ringgit Malaysia, Peninjau Bintang ini mula membina hubungan dagang. Infin- ity Focus yang ditubuhkannya tahun itu berurusan dalam mengimport dan membekal peralatan astronomi seperti teleskop. Hari ini, Looi bergiat aktif sebagai Penyelaras Astronomi Kumpulan bagi Malaysian Nature Society cawangan Selangor. Looi dan rakan seperjuangan dalam MNS 40 Brprn SHe[1, Jlt,t-Mrn tqcs

memberikan komitmen tinggi menganjurkan pameran angkasa lepas, fotografi dan Dumbbell Nebulo, penyelidikan. Hampir semua aktiviti mereka berperanan melahirkan kesedaran orang ramai teropung di louton untuk menghargai kewujudan bintang. cokerowolq. Koleksifotografi persendirianbeliau - Marikh, Musytari, Zuhar, Bulan, Pluto dan Calaksi Andromeda M31 yang dirakamkan dengan kamera Schmidt 8 inci memaparkan planet dan galaksi secara terperinci. Kesemua koleksi itu menerangkan dedikasi dan kesungguhan Looi kepada bidang yang diminatinya ini. Malah beliau juga mempunyai gambar slaid bulan dengan'Voyager' menghampirinya. Nada suara, tingkah laku, gerak-geri dan senyumannya mencernakan kepuasan ketika menceritakan perihal zaman awal dahulu ketika kedai tempatan hanya mampu membekalkan teleskop mainan. \"Saya kecewa kerana ia hanya mainan. Oleh itu saya berusaha untuk mencari peralatan vang tulen\" kata beliau. Astronomi dan impiannya di zaman kanak-kanak dahulu kini menjadinyata. Kemurnianimpiannyaitumembuahkanketulenanhasratnyauntukmendekati ciptaan Illahi ini. Jelas, Looi dan Astronomi bagai isi dengan kuku. Beliau juga menyatakan, \"Sebenarnya terdapat dua jenis teleskop - teleskop pembias dan teleskop pemantul, setiap satu mempunyai sistem optikal yangberbeza. 'Pembias' menggunakan kanta, atau objektif, untuk menerim a cahaya; objektifnya direka supaya cahaya membias, atau dibengkuk, kepada satu tumpuan. 'Pemantul' menggunakan cermin untuk mengumpul cahaya; bentuknya yang cekung memantul cahaya pada tiub ke arah sebuah cermin kecil , ataurata, dipasang sepanjang paksi pusat tiub teleskop yang memantul cahaya pada sesuatu titik fokal. Cermin sekunder pula memintas separuh daripada masukan cahaya walaupun tidak mencukupi untuk menjejaskan daya terang imej. Bagi tujuan astronomi pula, teleskop 4lBrnm Sxeu, hN-Man tcas

pemantul digunakan untuk pemerhatian sudut berbeza. Looi berpendapat masalah p^\"rlg-egarg.,ium^nentgealetsaksoi pmiaalsaahlakhebinain,yLaokaoni nmyeantgidimakposurtaitgeulensakokperabnuaatkaenleAmmahearinkacirSibyuaaritkaantndyaan' ]epun.\"Beliau\"hairan mengapa orang tempatanberpendapat harga teleskop mahal. \"Adakah kerana ia digunakan ahli sains sahaja?\" Looi yang sudah meningkat usia, mengimbas kembali masa silam apabila beliau mendapat hadiah telesklop mainan yang dibeli rakan-rakan dari pasar malam dan beliau menghabiskan masa berjam-jam mengubahJuai buatan dan pemasangannya supaya sesuai dengan keperluan tempatan. Beliau menegaskan teleskop bukan hanya untuk kegunaan golongan berada sahiyal Kejahilan tentang harga teleskop telah menimbulkan kekeliruan di kalangan p-eng\"'g5e\"bm\"ralur.rnya teleskopberkualiti dan ideal untuk mereka yangbaru mencebur diri dengan bidang ini adilah seca.i perbandingan murah dan termampu. Harga teleskop berapertur emp- at setengah inci adalah kurang daripada RM2,000', kata Looi. bulan atau musytari dan Teleskop jenis ini boleh digunakan untuk melihat planet seperti tahan bertahun jika ia mempunyai 'tracking mounts' yang baik. Teleskop kawalan komputer milik Looi, berharga antaru RM5,000 hingga RM20,000 bergantung pada saiz apertur. Teleskop y' ang*Btaegrdipaepmatindai tpyalanngemtaermiumpunbyearnibilealianRjMaw10a0n,k0u00ra. ngdaripadaRMl,000,Looimenasihatkan Bo\\^/oh; Plonet merekimenggunakan teroponguntuk memerhatikan komet dan tahi bintang. Selepas beliau Jupiter dengon mula mempimerkan harga, permintaan teleskop naik sedikit demi sedikit. Menurut kiranya, boyongon kelom beliau telah menjual sebanyak 600 teleskop di Malaysia. ]ika permintaannya rendah, ia adalah sementoro (elips kerana pengetahuan mengenai astronomi masih baru bagi orang ramai. Bahkan bila diajukan pertanyaan kepada segelintir orang mengenai astronomi mungkin ada yang tidak tahu apa solor), hendak dikata. Konon: Goloksi M3l-Andromedo 42 Brnrre Sxrlr., JrH-Mrn tccs



Model teleskop bagi yang baru belajar dengan saiz apertur empat setengah inci mendapat sambutan hebat. Kata Looi, terdapat beberapa ribu penggemar pemerhati bintang di kalangan masyarakat tempatan. Anehnya, tidak banyak liputan akhbar, tidak kira dalam mana-mana bahasa pengantar sekalipun, dibuat terhadap penemuan atau ternampaknya kapal angkasa makhluk asing atau komet seperti Shoemaker Levy yang telah merempuh ]upiter tahun lepas. Perlu diingatkan, sebuah teleskop empat inci membolehkan kita melihat sekurang- kurangnya 2 juta bintang. Semasa memilih teleskop, Looi menasihatkan supaya pembeli mencuba sendiri kualiti setiap optik, keterangan imej, kontras, kesamaran penimbulan bintang pada skrin dan paling penting sekali, pemasangan dan keteguhannya suPaya perbelanjaan berbaloi. Namun keberhasilan bukan pada membeli sebarangan teleskop yang terdapat di pasaran, pasang dan fokuskan ke langit. Ia memerlukan banyak penyelidikan, pemahaman dan bacaan carta untuk melihat bagaimana, bila, di mana posisi bintang pada satu-satu malam tertentu. Untuk mempraktikkan kemahiran matematiknya, Looi telah mereka 'planisphere' atau peta langit yang pertama bagi kegunaan di ekuator. Ia terdapat dalam Bahasa Inggeris dan Bahasa Malaysia. Versi seterusnya adalah dalam Bahasa Cina. 'Planisphere' adalah peta penunjuk posisi bintang dan mengandungi helaian tebal plastik berputaran seperti (vinyl record) yang membolehkan sesiapa pun mengesan kedudukan sebenar bintang. Ahli astronomi berpendapat bahawa mempelajari dan menganalisa cakerawala boleh mengatasi pelbagai masalah yang dihadapi di bumi. Adakah beliau percaya kepada kewujudan makhluk asing dari angkasa lepas? \"Ya\" celah Looi dan menambah \"rupa mereka bukan seperti saya atau anda tetapi mereka boleh wujud dalam sebarang bentuk.\" Komitmen beliau pada astronomi menjangkaui semua sernpadan, beliau sanggup menghabiskan masa mengajar pelajar tempatan dan orang awam yang berminat mendalami bidang yang menakjubkan lagi menarik ini. \"Pilih peralatan dengan teliti. Cuba dulu peralatan itu atau bertanya pada merekayang berpengetahuan mengenai teleskop sebelum membelinya.\" Mendapatkan peralatan yang salah adalah sungguh melecehkan dan anda mungkin tidak akan menggunakannya langsung. Saat paling manis bagi Looi ialah tahun lepas bila beliau dan ahli MNS lain berjaya mengesan komet Shoemaker Levy merempuh musytari melalui teleskop. \"Ia sungguh menarik\", katanya tersenyum puas. Beliau bertindak sebagai penyelaras regional bagi persatuan planetari (Steven Spielberg adalah Pengarah di USA). Beliau juga adalah ahli British Astronomical Society dan Persatuan Astronomi Malaysia. Dengan umurnya yang kini menjangkau 49 tahun, beliau yakin dapat memberi sumbangan besar - untuk menyebarkan bidang astronomi dan kesetiakawanan - menjadi rakyat Malaysia terulung menceburi perniagaan mengimport peralatan astronomi bahkan baginya kejayaan ini suatu kebanggaan kerana tiada siapa yang berani menceburi bidang ini. Mungkinkah ada orang lain melakukannya jika bukan Looi? @ Nota: Pada 24 Oktober L995, satu Gerhana Matahari Total aknn berlaku. Kntnasan yang dapat melihat jelas t'enomena ini ialah lran,India, East lndies,lepun dan Lautan Pasifik. Mengikut kiraan Looi, bebayang gerhana ini mungkin telah menimpa puncak negeri Sabah, 44 B:nrre Sxrlr., hH-Men rcas



CONTENTS RE-ENGINEERING TO SIAY AHEAD 2 REHABILIIATION OF THE MIRI RIVER 5 A MULTI-ORGANISATIONAL RESPONSE TO EMERGENCIES II PROTECTING WIIDIIFE FROM MODERN MAN 17 QUARTERTY HIGHLIGHTS A selection of Shell news from Moloysio. 22 WORTD IN BRIEF A summory of Shell news from around fhe world. 23 COVER: Eost Asio is one of the lorgest wildlife hunting grounds ond troding posts on eorl'h. This photo-study in tronquility s sodly deceptive. Such o bqlonce in our jungle eco-systems is threotened by the encroochment of mon into the lond ond woter ond the wildlife they support. April-June lees .Edilor: Lino Yop Abdulloh Grophic Designer: Rohoyo lsmoil EditoriolOffice: Corporote Affoirs Deporiment. Shell Componies in Moloysio. P O Box 11027, 50732 Kuolo Lumpur. Telephone 03-2559144. Telex: MA304l4/MA3lBl3 o Focsmile: 03-2512990 Printed by Ho Pok Sdn Bhd, Petoling Joyo 3erito Shell is the corporote mogozine of Shell Componies in Moloysio ond is published quorterly. Opinions expressed in the orticles do nol necessorily reflect those of ony Shell compony, Editors of newspopers or mogozines ore welcome to reproduce ony orticle but o prior written opprovor 'nou'*ffi;:j::?iti3i[ff$ll'J;?i^jJ,jllj,elirors in orher sheil componies

RE-ENGINEERING TO STAY AHEAD An inferview with Datuk Chris Knighf, Chairman and Chief Executive, Shell Companies in Malaysio, Berita Shell After more than 100 years in Malaysia, why do you see a need for Shell to change so dramati- cally? Datuk Knighh In looking back at the hisiory of Shell Companies in Malaysia (SCM), we have much to be proud of both in terms of our commercial success over a sustained period of time, and also in terms of the contribution I believe SCM has made to the development of the nation. But an outstanding track record is no guarantee of continued prosperity in the future, and recent experiences in other large comPa- nies have shown that no one can afford to sit back. The business environment in which Shell operates is extremely competitive, fast moving and rapidly changing and will onlybecome more so. In the recent years, it had become evident that our market position has been eroded whilst at the same time, our operating costs have increased. Repeated attempts to address this concern through our tradi- tional incremental approach to improvement had proved to be insuf- ficient alone, so we decided that we needed to take a more fundamen- tal approach . The route we chose was Business Reengineering or BR. Berita Shell What aspect of the business are you planning to change? And how is the change process being implemented and managed? Datuk Knight BR demands that you take a very fundamental look at how you conduct your business, it challenges all the assumptions thatyou havebeen making about what's imPortant to the health of the company. Because our business is so integrated, once you start examining any aspect of it, you inevitably have to look at the whole. This means that when change is introduced, it affects us all. Therefore no part of SCM will be untouched by BR but clearly the changes will be more visible in some areas than they will be in others. For example, in the Downstream (now known as Oil Products), the Customer Service Centre is the flagship of our drive to improve the quality and reliability of the service we provide to our customers. In Exploration & Production (E&P), the Production Sharing Contract (PSC) Management Centre was created to align all our efforts in the Upstream to get the very best value from our existing and future PSCs. A radically different approach to procurement in Upstream and Downstream, has produced significant financial benefits and is laying the groundwork for collaboration with other Shell companies in this region as well. And what is important is that thebig changes taking place have been undertaken without jeopadising ongoing business. Change is generally only successful if those people who can make it happen are involved at an early stage thereby creating a sense of 'ownership'. In managing our BR journey, we have gone to great lengths to practise this principle. Large numbers of our staff have participated in reengineering laboratories (labs) in which new ideas are developed and plans are made to implement these ideas. We have also tried very hard to keep everyone informed through presentations, work- shops and newsletters in order to maintain interest and enthusiasm. 2 Brnrn Sxru, Apnt-June tsss

Berita Shell How do you see Shell Malaysia in the near future? In five to ten years from now? Datuk Knight For the very near future, SCM will continue to be in a period of significant change, with alt the uncertainty and ambiguity that is normal in such circumstances. But, in order to realise the benefits for the organisation from our effort, we will be working to institutionalise the changes that have resulted from our new strategic business platforms. Whilst we do not anticipate undertaking a second major BR journey in the formal sense, this will onlybe the case if we are successful in embedding a capability in SCM for innovation to happen as a normal part of everyday work beyond the near-term. My hope, therefore, for this organisation in five to ten years, is that all of our staff will be equipped with the skills and tools that will enable them to apply BR practices in an informal way is well as through the institutional mechanisms. Berita Shell What have been the obstacles to Shell's reengineering? Datuk Knight As with any change in a large and complex organisation such as SCM, the main barriers to change are not through the lack of good technical solutions to our problems, but through the difficulty of persuading our staff at all levels that change is necessary at all and in forming a shared picture of the future. This is an entirely natural reaction especially in an organisation with a history of success. Berita Shell: How are they being removed? Datuk Knight: Removal is not quite the right word to describe our approach to this issue. We believe that the only way in which change can be sustained in the longer-term is by the continual involvement of those who will be affected by that change. To ensure that this happens, many staff have participated both directly and indirectly in re-engineering labs. Various communication mechanisms such as newsletters and ceramahs have been used extensively, and there have been several workshops attended by groups of managers, supervisors and staff. Whilst it is always possible to do more, I believe we have achieved a large measure of alignment around the BR journey and it is this that will secure the benefits for SCM. Berita Shell What has your personal role been in changing the old Shell culture? Datuk KnighL Firstly, it may be said that we have only started to change the Shell culture. Organisational culture is something that develops over many years and changing it will be a fmsthy process. I would also like to say that the impact of a single individual alone in this prrocess, even the Chairman's, will be limited. What I have however, tried to do is encourage my colleagues at aII levels in the organisation to take every opportunity to talk about our aspirations for the new SCM. In so doing, I believe that more and more people can be actively engaged in raising the awareness and understand- ing of what the \"new way of working\" is all about. Berita ShelL How will the \"neru way of working\" be measured, and by whom? Datuk Knight This is something that is difficult to measure in a scientific way. The new way of working is really a set of guidelines to govern our behaviour in the future. It is what we believe will be needed to ensure that the strategic business platforms deliver their promise. We Benm Sxeu., Apprr.-JuNr rcas 3

will be periodically making a subjective assessment of people'sbehaviour shift, but the most importint measur-e of succ6ss wilibe seen through the improved performance of the business \"*in commercial terms and through the creation of t organisational capability to meet the challenges of our future business environment' Berita Shell: What are the general implications for management and the workforce when the change process is completed? Datuk Knight: As I have said, the change process will never really be bcuosminpelseste. dTthWis ew!i1llnmoenalny expect to rJmain competitive by regulaffinuU\"r,ging the way we do the constant review of utl orr tmir,\"s processes and where necessary, their redesign' from Management and the change the way they work workforce can therefore expect to time to time. Berita Shel1 How is reengineering in Shell Malaysia perceived by the Royal Dutch/ Shell GrouP? Datuk Knighh The Shell Group itself is going through lBpRiojorurcnheay,ngthee so they_ too are experiencinf similar cond itions to SCM. From the itart of our Group has been nignfy supp\"ortive and indeed have had direct involvement in some of our labs. us in More'rec\"ntly, they have been interested in learning about the change process from us in some of the things that have worked for order to avoid some of the pitfalls and to apply SCM. Berita Shell: Does the company have any early results to share after almost a year into the restructuring of the company? Datuk Knighh Results are accruing in both tangible and intangible ways. Procurement for example ha\"s already secured signifiiant financial savings, whilst our efforts to collaborate in the Dtwnstream with Petronas-have resulted in joint ventures in the Tawau depot and the Multi-Product PiPeline Project' The Customer Service ientre is on schedule for full implementationby the end of the year whilst the HR implementation team are making a lot of progress on the introduction of results- based PaY. strong indicator of results comes from the clear signals that the operating state-of Anoiher the company is ciranging. In some parts of the organisation, spontaneous requests for inclusion in ine nn youin\"y ur\" being made from various groups of staff. This suggests to me that the need to \"t bru\"\" change is becoming a commonly held view' Berita Shel1 What happens when you leave Malaysia? Will the change Process lose its \"chamPion\"? Datuk Knight I may be leavingMalaysia, but I am not the sole champion of change in SCM' about the comp\"any's uUitity to capitalise upon our BR efforts. The hard I have no doubt work that has been put in by so many people will ensure our success. Furthermore, the growi\"g n\"*b\", of change champions that I have seen emerge during the last twelve *o.rth5, is the best insurance against sliding back into the old ways' Finally, I have no doubt that my successor will be no less committed than me to the quest for improving our business. I am certain that he will pursue this end and any necessau accompanyinlg change with the same vigour as I have. I wish him well in this endeavour'N 4 Benrm Sxrrr, Apptl-Jumr tgss

REHABILITATION OF THE MIRI RIVER by Eddie Abdullah f u^uApau, an orang ulu fromthe upper reaches of the Baram, recently paid a visit to A TELLING BILL- his son in Miri. Looking at the murky Miri River, he remarked it was certainly very much BOARD.., iN tronslotion, it soys ff different from the Baram, a lifeline to his people up there. \"River Cleanlinex ls Our Joint Responsi- The upper Baram is crystal clear and teems with fish. Tama Apau respects this indispensible bility.\" resource that gives him his dinner and drinking water and serves him as his means of transport. Turning to his father, the son told his father that if it was a human being, the Miri River is in chronic health after years of neglect and abuse. A7993 report by the Department of Environment (DOE) has classified Miri River as one of the 11 most polluted rivers in Malaysia. Like our other natural heritages, the Miri River has taken much abuse from indiscriminate waste and effluent dumping. The blatant disregard for the environment causes a serious danger to the community, to fish and riverine flora that Brnrrn SurrL, Apnrr-Julr rccs 5

Rght ANGLER'S depend on the river for survival. Statistics show that, the river recorded the lowest water quality index reading. The DOE DREAM ,., thE report found that Miri River is largely polluted by suspended solids, organic matte: and traces upper Borom still ofihemicals such as cadmium, lead and chromium. In addition, a high count of E. Colibacteria teems with fish reading was found especially along the river mouth. Recent monitorings show the E Coli ond the pollution- conteni at 78,333maximun probable number (MPN)/100 ml, which is three times the normal free river provides Ievel of 5,000 MPN/100 ml. sofe drinking At only 25 km long and navigable only up to five km in comparison to the mighty Baram, woter for sur- rounding villogers, its problems are indeed magnified. Collared and congested by industries up to the Piasau Botfom: A Bridge with pockets of squatter settlements further upriver, the Miri River has been a NAGGING EYESORE ,,, o view convenient dumping ground for domestic and industrial waste. The majority of the industries of o section of the Iocated along the rivei lack proper waste disposal facilities. Wastes are usually piled up along Miri River before the cleon-up the banks without uny *\"irrr of preventing spillage into the waterways. Used oil is also compoign, flushed down the drain while settlements along upper river banks are devoid of proper sanitation and rubbish disposal systems. Erosion and sedimentation caused by construction and industrial activities, the discharge of sewage and human faeces, and the direct flow of rubbish via storm drains and abandoned wrecks all contribute to this man-made disaster. More than 50,000 people reside in the Miri River basin within a triangular-like area bounded by Miri River. Canada Hill is the most densely populated. Several villages, kampungs Pulau Melayu, Piasau lJtara, Dagang, Pasir, Pengkalan Lutong and Pujut among others are situated or-r ih\" river bank. The recent pollution findings jolted government agencies and the private sector as well as non-governmental organisations (NGOs) into a concerted effort to iave the river which has served as a means of transportation and has contributed to the scenic beauty of this historic oil town. In fact, its upstream tributary, Sungai Liku, is the source of water supply to Miri. 6 Brnrrr SHTLL, Apntl-Jut'tt tccs

{ 'a! t]rqr- .'.t.t--*\";.i t' , , I . ,j*!tr,iI#jtti--i1 -4r.-f\"t..t -' /tel \\,--a :'r'. r.llF i -., i'f_.-r_* *&1+' 3 'Eis t *&s, *$ .*

In line with the national Love Our Rivers campaign launched in late 1993, a special committee was formed loca\\ to run the campaign for the rehabilitation process of the Miri River. The committee is chaired by the Miri Division Resident, and it incorporates officials from relevant government departments, including the newly established Sarawak Rivers Board, with the Drainage & Irrigation department acting as the secretariat for the campaign. The Rehabilitation Brigade Sarawak, being the largest state in Malaysia with the most number of rivers, took abigger step in its conservation efforts by passing a bill through its August House to form the Sarawak Rivers Board in October 1993. The main functions of the Board, under the ambit of the State Ministry of Infrastructure Development, is to regulate riverine traffic safety and to maintain cleanliness of the rivers. This combined force formulated both long and short term plans in its rehabilitation programme for the Miri River. Leading the brigade on a higher level was the local Member of Parliament, Mr Peter Chin Fah Kui, who is also the Deputy Federal Minister of Science, Technology and Environment and the State Minister of Finance and Public Utilities, Datuk Dr George Chan Hong Nam. Launching theLooe Our Rioers campaign on the bank of the Miri River fronting Kampung Pengkalan Lutong on 23 April L994,Mr Peter Chin revealed that a long-term study would be carried out to recommend strategies and measures to tackle the pollution problems affecting the river. A massive clean-up campaign ensued in which the first step was made to rid the river of floatingrubbish. This initiative created a lot of interest so much sothat in the second campaign on 15 October 1994, public resPonse was equally encouraging. Some 50 vessels and more than 1,000 people were involved, with participation from the government, the private sector including a contingent from Sarawak Shell Berhad and from \" the villages along the Miri River. The gotong royong (self-help) campaign removed some 80 tons of solid waste and towed away three boat wreckages from the river. The importance of the campaign was that it raised public awareness on the need to appreciate and care for the Miri River. This message was reinforced through the permanmt display of billboards and posters depicting the campaign's slogan at strategic locations, the disiribution of leaflets, exhibitions, talks to and dialogues with schools, industries and the villages. While it may still be too early to talk about results, the campaign has started to show some improvements in community attitudes. The campaigns definitely helped in the overall effort to rehabilitate the Miri River, according to Roslan Abdullah, the Chairman of Kampung Pengkalan Lutong's Development and Security Committee $KKK). Roslan, whose house straddles the Miri River bank, said he used to see large clumps of rubbish floating down the river at high tide. He noted that the situation has improved now. As partof the continuing education on river care, his committee conducted talks in thevillages at regular intervals. The Miri Municipal Council (MMC) has also donated communal bins to curb the habit of indiscriminate disposal into the river. Another ]KKK Chairman, Mohd Mansor Hitam from Kampung Piasau Utara concurred with Roslan's observation pertaining to the increased public awareness, \"We are with the government to give a new lease of life to the Miri River.\" This is hopeful news to the Kampung Piasau Utara folks for they rely on riverine fishing for their livelihood. The regional manager for Sarawak Rivers Board (Bintulu, Miri and Limbang), Mr William ]inep, noted that there has been a general improvement following the initial campaign. He said the industries along the river bank have started to make an effort to clean up their river frontage. He has also made a call to the industries along the river bank to maintain their sections and not to encroach into the river bank reserve. The Rivers Board has even suggested that the industries plant trees in the reserve to beautify the river bank and, at the same time, give it a buffer against erosion. 8 Beprm SxrLL, Apnr-Juttt tcss

I tlh tr*, ., t;!- ##J=t , )T--* ., \\bt :'\"l':P.,;-1..\\@'--, \\ ]F, {i, :-*\" -- ', Ji t!ff lf 'r' \"1 ': .., l. ff*,it* #,1, x. sl.. @* . , ,rr..*'.1,1 . eru*m aat cruu ram , Above LET THE : ::.: s&&tr&s*&msffi B&&Bfrs 6s*g&& i &{gn&r*gl gx$e$Bs., CAMPA GN BEGIN ' i...t,:;.,,t,.':r:;iBE&96&EESE**&SB&{&&&&&W€ r &18&EI gen ml5!fis YB Mr Peter Ch n (left) i Shel 's nformotion \" s ;*l Bi::U!t&\",tE$rr$t$llli ElIi!flHm[E tAS*qE t*l{l! I r{!ft -;\"\"&'.*-l l Monoger, Tor Do en (centre) ond Vliri Reslderi, Mr Noel liudson [ogo (righ1) k ck of{ ihe Mir River Cleoning Compoign on 23 Apri 1994 Lefl Tl-lE MlRl \\ /ATER- FRONI ,, a view of greoter things to come in fost-,leve oplng Mir, whose v sion is to beconre o Resorl Cty by 2005 Benrra Suri.L, Apn L-Jur.ii tqqs 9

CALM SURFACE ... Adopting the Miri River but this belies the true focts obout Buoyed by the enthusiastic response from the community, the steering committee has the Miri River. implemented its next action plan by dividing the river into sectors whereby smaller groups Dismontling of within each sector will look after their stretch of the Miri river. Shell shares Sector 5 with the woter toilets in Persatuan ]ati Meriek, JKK Pujut 4, Chinese Chamber of Commerce, Jaycees Miri / Lutong, Pos Malaysia, Supp Youth, Eastern Mark S/B and the Fishermen's Association. Sector 5's area of squotter colonies responsibility runs from Pengkalan Lutong to Pujut 4. like this one t,vill go o lon-g woy in the Under the sectorial clean-up programme, each group forms a committee to facilitate actual cleon-up of the cleaning operations, help control river erosion and submit reports to the main committee. The river, operations, on a voluntary basis, are scheduled during weekends in order to maximise manpower involvement. This is also designed to inculcate ownership and an added sense of responsibility towards the river. Interestingly, some civic conscious individuals whose houses sit on the river bank have taken the initiative to beautify their own waterfront. Their gesture serves as another much- needed shot in the arm Schools are also involved in the river campaign through the River Watch Programme. SMK Lutong has been picked to carry out this task. Another school, SMB Chung Hua Miri, is the other nra tchdogwhenthe water-sample testing equipment arrives from DOE. Other schools in Miri havebenefitted from an educational programme touching on the need to conserve and restore rivers and their environs as these are the legacy that they will inherit. Clearly, a wide spectrum of the Miri community is in on the act. Nevertheless, precious effort and time will be diluted and even go to waste if apathetic individuals and companies still continue to pollute the river. Enforcement as the last resort It is the DOE's area of responsibility to ensure all agencies work hand in hand in tackling the river's problems. According to DOE regulations, culprits will first be issued with warnings and if they persist, they will then be hauled into court. However, its Director Encik Aziz Abdul Rasol explained that the DOE's role in maintain- ing a clean and healthy environment is in placing more emphasis on prevention through conservation efforts. Citing the adage \"charity begins at home,\" Encik Aziz lauded the effort by the local Miri community in ad- dressing their river's problems. A multi-pronged strategy on a common platform is now in place. Recent announcements that funds have been approved for a drainage master plan for Miri town and the Miri River Environmental Control and Management Study will cer- tainly quicken the rehabilitation process of the river. The vision, according to Puan Muridah bt lantri of the Miri/ Bintulu Divisions' Drainage & Irri- gation Department, is to turn Miri River into a recreational zone where family-oriented activities such as lei- sure boat rides can be enjoyed. A clean Miri River will certainly en- hance the quality of life and be the pride of its community whose focus is onmaking Miri a resort cityby the year 2005. @ Writer Eddie Abdullah is a Shell Public Affairs executioe based in Miri. I0 Brprn Sxru., Apsr.-Jurr tsss

A M U LTI . O REAN'SA TI O N AL RESPONSE TO EMERGENC'ES bV M,P, Sivapalon ost emergency response agencies adopt a regimental style of management when Regulor joint coping with emergencies. This is based on the assumption that these chaotic exercises such os this one prepores situations can only be rectified by reinforcing command and control. The regimen- mutuol oid groups for octuol emer- tal system of emergency management has rigid operational rules, structured top-down gencies, Picture communication and enforced hierarchical authority. Contrary to this conventional wisdom shows novol fire a more adequate model focused on problem solving is required in a multi-organisational boot (right) sproy- ing o precoutionory response: One that is based on developing ways to enhance co-ordination and co-operation foom blonket whilst among response teams during an emergency. An organisation experiencing an emergency the morine police (in bockground) is rvorks under uncertain and stressful conditions, with other response teams, it requires a on stondby for tlexible organisational structure that emphasises on co-operation and co-ordination. There is a need to obtain and dispatch more information to reduce the uncertainties rescue operotions. Notice too simu- during an emergency which leads to a greater volume of communication and which normally loted fire-fighting clccurs along unconventional lines. This results in decreased formalisation to support the problem solving efforts especially when there is a multi-organisational response to the operotions on emergency. To accommodate this \"new relationship\" among the local police, industrial boord ship berlhed neighbours, fire and medical services, there is a need for mutual aid understanding that by the B,V. jetty, Brnril Sxeu, ApnrL-JuHr tcas I I

ensures increased flexibility for inter-organisational co-operation and co-ordination. The reality of emergency response is one in which great uncertainty and conditions of urgency exist, thus response agencies must be adaptable and pragmatic, even balancing their own autonomy and the need for co-operation and co-ordination. An Integrated Emergency Response System (IEMS) is born with the multi-organisational response, one that emphasises on co-operation to conserve manpower and resources and co-ordination to avert and losses. The IEMS is an efficient system as it improves morale of people with similar technical skills and specialities who are grouped together in the coordination of emergency manoeuvres. Mutual Aid Understanding Shell facilities are designed, built and operated with the primary emphasis on avoiding emergencies although fire control equipment are provided on a scale to match these proven design and operational standards. It is devoted to continual assessment of risk reduction and avoidance measures. Considerable planning, training and space have been focused on mitigation and response efforts in the aftermath of some of the more prominent crises likely to be encountered. The possibility of a fire occurring must be recognised, and this necessitates preparing and rehearsing effective emergency plans, ensuring that the appropriate scale and type of fire control measures and equipment are available. Mutual assistance and cooperation are sought from any outside support such as the local fire service, police, hospital, industrial neighbours and other oil companies, with respect to the type, quality and quantity of logistic and manpower required. During an emergency, contact is made with the fire service, police, hospital, industrial ^ neighbours and competitors to source equipment, material and manpower. The print and electronic media, as well as members of the public will in turn contact the emergency site for information about the incident. Outside help is nearly always required in an emergency and thereforeformulatingamutualaid group and conductingamutualaid exerciseisthe onlyway to eliminate some of the problems that are bound to arise when a multi-organisational response is mounted. The relationship among mutual aid members breeds on mutual voluntariness with frequent exchange of information. There is willingness to communicate fully with each other to understand the needs, to ensure equipment compatibility and modes of operation thus ensuring a smooth combination or a transition of effect. The mutual aid understanding and joint exercises pre-empts the requirements for multi-organisational coordination and com- mand which more often than not is a nightmare during the adverse and stressful times of an emergency. Mutual Aid Organisation The prime objective of the emergency mutual aid organisation is to promote an understanding of mutual assistance and co-operation amongst members of the government agencies and private sectors. It aims to provide an effective third party support (manpower and logistic) in the management of major emergencies at member company sites. The mutual co-operation is to enhance emergency management by fire control measures, life safety and pollution control measures through training and teamwork. Mutual aid members respond to the request of a member company wherever its emergency response teams cannot control the situation using its own in-house resources. The mutual aid organisation isbound in a memorandum of understanding amongst the members (both government and private) to conduct its operations on a voluntary basis and will not be held liable for damage, injury or non performance. As most of its government agency members are involved in the District Civil Disaster Council, then the mutual aid organisation maintains liaison and interfaces with District Disaster Management efforts. l2 Bsnrre Sxeu, Apnrr-Jurr tsss

Above: Emer- gency coodinotion between Shell personnel , the fire outhority ond mutuol oiders foster strong understonding to focilitote efficient response in cose of emergency. Left Hot debrief ,.. mutuol oid group members discuss the leorning points of on emergency response exercise. l3Brnrrr Sxeu, Appu.-Jurur rcqs

Assistance is rendered to mutual aid members during an emergency after a call-out is made to arrest and prevent escalation of the emergency so as to minimise loss of 1ife, damage to property and conservation of the environment. Assistance includes manpower and equipment, e.g. response teams, first aiders, medical and fire fighting personnel, fire fighting agents and equipment etc' :',iitiathing:ij:Mrnjnng,Emiigency,.!,! Ai{,Group,:(M,{{JEW$. r'lr:::t.':,:'::: wai'oli'i&ttv lmehediby .theqi ecr''v4Disaste!.e 'Dep.llty '.!a&ai-;r1;..rg1r16 6in.Suri:who,,ap,plauded''Shells'effor1.'in::sp€arhedl\"g.'.!ryq i8figigeici-Miriige*e\"rorg4nisation,Healio.pr.esentid.the-,1V1, fiiutld4id ,..dat6itniUrA*A6eii:r. dsof go-vernmentderaitr{entin&-dis.triet0{.}vla,!i$ ,.;atrinaustt-dl'n;ighbouii'',w,,hO.are members: ofi,MANIEMA.,weie.':,1p1!qbnf'4t,,'..9e ,,.-i;tune1rifigeer-e{nony. Mutual Aid Manual Representatives from the emergency services, industrial neighbours and competitor-' jointly d\"rrelop a manual containing predetermined mode of response, logistic listing, tel- ephone numbers and persons to be contacted in an emerEiency' l4 Brnrrn Su+1, ApBtL-Jurue tsqs

The manual contains the following:- 1. Policy and Aspirations of the Mutual Aid Group. 2. Objectives of the Mutual Aid Group. 3. Composition of Committee and frequency of Meetings. 4. Responsibilities of Members. 5. Response Procedures. 6. Mutual Aid Training and Exercises. 7. Equipment Resource of Members. 8. Medical Resource Listing 9. Organogram of Mutual Aid Group. 10. Emergency Response Flowchart. Mutual Aid Groups formed with Shell M.P. Siaapalan is Downstream Shell Malaysia has spearheaded such mutual aid organisations in Bintulu (BEMA), Shell's Emergency Labuan (LEMA) and Tanjung Gelang (GEMA) and more recently in Lumut (MANJEMA) Response Trainer. (inset story). It is the company's aspirations for this concept to be developed in all our other rvorksites. Shell aims to interface the emergency mutual aid organisations into the respective District Civil Disaster Committee (DCDC) so as to create a holistic emergency response mechanism within the district we operate in. I :i-€ fire ieom responding to the emergency coll mode by ship personnel in the fire exercise. I5Benrn Sxru., Apnt-Junr rcas

PIMMAG . MALAYSIAN OIL MAJORS UNITE FOR MUTUAL AID Petrbleum operations in Malaysia, ranging from exploration and production to refining and marketing, stretches from the narrow Straits of Malacca on the west coast of the peninsular to the South China Sea on the eastern seaboard; and across to the Sulu Sea of Sabah in East Malaysia. This means that crude oil and other petroleum products are constantly being shipped to onshore facilities to be processed and further transported to distribution depots before any product reaches its consumer. The regularity and volume of these operations - despite all stringent, preventive measures taken by the oil industry, shipping sector and marine authorities - still run the risk of marine mishaps and accidents. In the event an accident occurs and there is an oil spill, each oil major in Malaysia has what is called a \"Tier 1\" oil spill response (OSR) capability with response equipment. All petroleum companies are therefore capable of dealing with relatively small, operational type oil spills such as a product line or hose ruPture during product transfer operations at a jettyldepot. The Malaysian oil majors recognised that a structured and coordinated sharing of equipment and resources as well as a close liaison with local, state and central government authorities, would optimise the effectiveness of combating marine accidents and oil spills in our waters. \"Mutual Aid\" became the key words. PIMMAG - Petroleumlndustry of MalaysiaMutualAid Group - was registered as anon-profit organisationinDecember 1993. ByJuly 1994,its office, housed aTPETRONAS's headquarters inKuala Lumpurwas officially opened' The Group's *\"*b\"rr.on prise PETRONAS, Shell, Esso, British Petroleum, Caltex, Mobil, Occidental Oil, Texaco, Envon Oil, Idemitsu, Petmal, Malaysia Baram Oil Development, Overseas Petroleum Investment Corporation and Nippon. Oil spill response provisions (equipment, logistics and trained manpower) are costly to assemble and maintain. loint industry action, through PIMMAG, provides the most cost effective and equitable means for the industry to prepare forpossible oil spills. Three quarters of the 1995 budget of RM23 million will be spent for -equipment, the other percentage will cover operations and administration. By the middle of this year, PMMAG will have in place tfuee manned centres - two in Peninsula Malaysia and one irrlabuan. Jurisdiction will extend to 200 miles offshore. The oil companies are in close cooperation with the government, which is taking measures to monitor incidents along the entire Malaysian coastline. Of particular io.rc\"rr, is the narrow Straits of Malacca with its congested traffic providing a constant threat of collision and subsequent spillage. ptMUaG's role willbe that of focal point for oil spill emergencies for member companies acting as custodian to oil spill equipment and organising the sharing of manpower. It also interfaces with key government bodies concerned. One of the key objectives of the consortium is to provide oil spill response training to members. It will also acquire, lease, maintain and operate OSR equipment and make recommendations for OSR capability optimisation. The advisory committee is drawn from member companies and will serve as a continuing forum. The board of directors is composed of the chief executive officers of the oil companies concerned. The structure of response has already been detailed and defined. It comprises three tiers: Tier 1 - comparatively minor. Each oil company will deploy its own resources and be responsible for containing and cleaning up its own accident. If the spill is in the region of 199,000 barrels, or 30 tonnes, PIMMAG comes in to help witharispbnsecapabilitytimeotl?to}4hours. PIMMAGassistancewillbecalledifOSRisbeyondTierlorwhen spill has potential to move to Tier 2. If the spill is beyond the capability of the region where it has occurred, equipme.tt will be deployed immediately from the other three areas. The entity in command of response ope.itio.tr *ill continue to be the 'spiller', but PIMMAG will be present to provide equipment and the benefit of iti expertise in disaster management. Tier 3 will involve a call for external response resources, based in SingaPore and England. PIMMAG's goals and objectives are clearly laid out in its statement of objectives: . to support members'and non-members'response to oil spills r to facilitate the sharing of industry oil spill response resources among members concerningthecontrol . to review oil spill response resources from time to time . to acquire, lease, maintain and operate oil spill resPonse resources . tocooperatewithandintegratePIMMAG'seffortswithprevailinggovernmentefforts and clean-up of oil spills . to provide training and assistance to members and other parties . to represent the Malaysian petroleum industry with respect to oil spill resPonse matters . to promote interests in all issues concerned with oil spill response, as well as safety, health and environmental issues. John Selliman, a Shell Malaysia employee has been charged with administering this disaster containment consortium. Selliman joined Shell as a young training officer whose job was to set uP Procedures and develop a safety training section which would eventually contract out its services. Shell proved true to its reputation, and Selliman's experience with the company would soon prove valuable to the industry. He was sent to Aberdeen by Shell for five-month stints from 1981 to 1990 to learn about state-of-the-art advances in oil spill disaster management. The safety training section became a reality in 1988. Selliman then went on to set uP an emergency res-ponse m.magement section in upstream Shell. Last year, Selliman was seconded to PIMMAG. oil spills formaiion of PIMMAG, The itrue cooperative arrangement, will enable oil majors to deal with effectively and minimise damage to the marine and shore environment. Tougher legislation regarding the seaworth'rness of tankers, will also go a long way towards ensuring that the environment will not suffer as a result of marine accidents. l6 Brnrn SxrLL, ApHr-JuNr tscs

PROTECTING WILDLIFE FROM MODERN MAN by Dominic Abrahom ention wildlife and immediately it conjures images of exotic, wild animals A deer from the Sungkoi Deer roaming in the wilderness. An orchestrated cacophony of sounds fills the air and Project in Perok your imagination takes you to a dark, humid twilight ... in some deep green forest. which hos proven For thousands of years, manhas hunted wild animals within theirnatural habitat, be it for to be successful in blood sport, the dinner table or for medicinal purposes. As someone once wrote, \"It was man's its conservotion selfishness and greed that overshadowed his understanding of the role these wild animals efforts, played in our daily lives\". For many, the passion for hunting in the wild was simply irresistible and uncontrolled that by the 1960s, the peninsula had become extinct of numerous animal species such as the Green Pea Fowl, a common sight in those days. The lack of then proper legislation and blatant public disregard (mostly due to ignorance), was to later on lead to concentrated wildlife conservation efforts locally. i I Brnre Sxru, funl-Jurr rcas l7

i1t1tlii.ffi,1ifi$i$\"f ; Woter cleonliness In Malaysia, wildlife conser- ploys on importont vation is associated with large role in.wildlife conservotion animals such as elephants, tigers efforts, and rhinoceroses. Equally crucial is the conservation of plants, in- sects, small animals and other species that create and link the biological diversity of our coun- try. Until now, Peninsular Malay- sia's native fauna comprises 216 known species of birds and some 150,000 species of vetebrates. More than 50% of the world's animal and plant species live and grow in tropical forests. Malaysia's tropical forests rank among the richest in the world where wildlife and their biological values form the most important aspects. Sabah and Sarawak have more natural habi- tat than the rest of Malaysia in total while the island of Borneo boasts of plants and animals that cannot be found anywhere else on the earth. Among these are the Probosis Monkey and the Bay Cat. According to Encik Rashid Samsudin, Peninsular Malaysia's Department of Wildlife and National Parks' (Perhilitan) Director of Enforcement, the department has jurisdiction over Peninsular Malaysia and handles almost 5,000 cases of violation of the Wildlife Protection Act 7972 (revised 7976) each year. He notes that the peninsular's wildlife exports for 1994 included 792,354 reptile skins, 8,853 birds,4020 live reptiles, 7,297 insects (essentially trophy butterflies) and 20 mammals (to foreign zoos).While the Wildlife Protection Act 7972 (revised 1976) covers Peninsular Malaysia, Sabah is guarded by its Fauna Conservation Ordinance 1,963, and Sarawak by its Wildlife Protection Ordinance 1958 (revised 1990). As a number of species are already extinct or have become extremely rare, animals and plants have been categorised as endangered, rare,vulnerable, intermediate or status insuffi- iiently known. Whatever their status, these species are protectedbylawand cannotbe hunted, for whatever reason. Despite new laws being enacted and stringent measures taken, enforce- ment is a focussed priority. WiId animals still face threats for obvious reasons. East Asia is one of the largest wildtife hunting and trading areas on earth. A major reason is that its peoples are steeped in traditions where medication using animal body parts are often prescribed for ailments such as rheumatism, fatique and old age' For instanie, tiger's blood is believed to strengthen one's constitution and will power and rhinoceros' horns are used in tablets which are believed to cool and 'thin' a person's blood. Exotic meats, like bears' paws, tapir and pangolin meat command spiralling prices. Wild bird s are popularly reared for singing competitions, and are avid bird collectors' chief targets. Whaf isiltogether ignored is that the demand for wild animals has carved a huge loss for both man and nature. Coupled with the loss of habitat due to development, jungle clearing, logging, poaching and pollution of their drinking sources, wild animals are forced to move habitat and sometimes attack humans unprovoked. Man's fancy for luxurious tiger carpets are sadly fed by Mataysia's lucrative international wildlife trade valued at about RM10 million a year. This indicates that animals are exported/ imported world.wide either wholly or in parts for uses ranging from fashion to medicine. 8I Brnrra Srru., Apnt-Juur tsss

Above leff. A Moloysion elephont toking its both in the wild, Above right', Pink lilies growing in the wild, Below leff. Blue- eored kingfisher in the jungles of Sungkoi, Perok, Below righf, A jungle cholet in Kelonton, Note the greenery in the bockground, A prized export commodity from Malaysia is swiftlets' nests, mostly from Sabah & Sarawak. These are cleaned and boiled in soup, and consumed as a strengthening tonic. Rapid infrastructural development and urban con- struction now being undertaken to lead countries to- n,ards industrialisation are often undertaken at a price - little or no wildlife conservation efforts are being carried out to counter the destruction of habitat. Early legislation notably enforced in Peninsular Malaysia towards wildlife conservation started in 1894. Since then, more organised and better funded efforts have been made available for the conservation of Malaysian wildlife. With Perhilitan providing the enforcement support, organisations such as the Worldwide Fund for Nature Malaysia WWF and the Valaysian Nature Society (MNS), are the main drivers in conservation work. Common objectives have been streamlined to help maintain all species of wildlife for their natural, economic, scientific and educational values to society. To this end, the Wildlife PIan which observes the existence of such species in habitats and ecosystems was drafted to endorse the protection of wildlife species in Malaysia. Rice fields, tril palm plantations, urban areas and settlements, mangroves, mudflats, fresh water swamps and all types of forests are included and classified for action in the plan. It encompasses all species of mammals and birds that are divided into two categories: same and non-game species. Game species are usually hunted for sport and trophies. Non-game species comprise a large spectrum of wildlife - birds, mammals, reptiles, amphibia and anthropods. With new laws being enforced, species which were once classified .rs game are today gazetted as non-game. l9Brnrrn SsrLL, ApnrL-Jur'rrtcqs

The non-game and endangered species include the Sumatran rhinoceros, (recently sighted in the Belum Forest Reserve), Malayan elephant, Malayan tapir, Seladang or Gaur, Malayan tiger, pheasants and the wild Anatidae. The Wildlife Plan illustrates the ambiquity of man's arbitrary boundaries, still its success is dependant on man's actions. In Malaysia, wildlife conservation is the legitimate concern of the government and Perhilitan. Its importance to recreation, scientific research, biodiversity is as important as the rich timber forests in which they exist. To ensure the protection of wildlife in Malaysia, various programmes have been drawn. First comes the collection and evaluation of scientific data, a pertinent field of wildlife research. This is targetted at some endangered species which are of commercial value as they do cause damage to privately owned or managed federal property in rural areas. This programme uses a holistic approach to wildlife species and helps monitor their present habitats and in forecasting future trends. The second programme endorses protection throughtheenforcementof theprotectionofWildlifeActNo.T6ofT9T2.TheAct identifiestwo main categories of species-totally protected and protected species.Totally protected species are wildlife that are considered highly endangered or close to extinction. This includes the Sumatran rhinoceres,the tiger and the clouded leopard. Anyone found disregarding the total ban on trading, possessing or killing these species can be fined up to RM15,000 or jailed for five years or both for a single offence. Only with licences issued by Perhilitan can one hunt, trade and possess protected species. Doing so without a licence can result in fines up to RM3,000 or jail for two years, or both. Since 1991 the Wildlife Protection Act7972 (revised 1.976) list of totally protected species included 1,850 species of birds and animals. International wildlife trade in such species is monitored by the Convention on International Trade in Endangered Species of Flora and Fauna In Commerce (TRAFFIC) . The law states that such animals may not be shot, killed, kept or taken except under the most pressing circumstances. They may be moved under strict . guidelines and under the watchful eyes of the authorities concerned. The second category of protected species are divided into two separate groupsi some are designated as game and may be hunted. The third programme pledges improvement to the habitat.Successful in-situ and ex-situ breeding projects are being carried out in Sungai Dusun (rhinoceros), Pahang (seledang), Sungkai (deerand pheasant). Terrapins arebred inTerenganu, Perak and Kedah. In Bota Kanan, Perak, a conservation activity was carried out on a smaller scale involved creating water channels near sand banks where sand mining operations were having harmful effects on the egg laying activities of the river terrapins. The fourth programme caters to the propagation of species and of restocking areas where a number of species have been depleted as weII as salvaging groups whose numbers have dropped orwhosedistributionis fragmented. Thefifth, andprobablyoneof themostvaluable, concerns raising public awareness and education issues on wildlife conservation. Here, the Department of Wildlife and National Parks has adopted a two-prong strategy aimed at schools and the general public. Both programmes emphasise conservation as a sustainable use of natural resources so that optimum, long term benefits are maintained and derived from them. This programme channels information about the Department and its activities to the public. The department also runs a comprehensive school programme where conservation education teams often visit schools to give educational talks, present film and slide shows on wildlife and nature. Question and answer sessions are a common feature. School children are encouraged to participate in the experimental learning programme which entails camping within the forest reserves . This way, children garner appreciation of the inter-dependant complexity of the forest through first-hand observation and experience. Natural clubs, a popular project among school children have gained the support of teachers, students and parents. The Wildlife Plan addresses a main problem, one that stems from the reduction of wildlands and natural waterways necessary for sustenance of native species. Although encroaching land development has depleted the generate habitat for most Malaysian species, the main type of habitat affected is the lowland rain forest which is losing 20 Benrn Sneu., Apsr.-Juur rsss

ground to agricultural development. Dominic Abraham With new legislation being drafted by the government from time to time, development is a t'requent projects especially in remote areas now have wildlife requirements borne in mind. Efforts are freelance contribtr- tor to Berita Shell. being made to screen projects on water development, transportation and agriculture, after studying their environmental and biological impacts. As Rashid Samsudin puts it,\"Our units are doing their best to keep poachers out but there are just so many ways to get in and out of our forests\". (Perhilitan has enforcement units in every state to do its best to resolve the problem.) Looking at the number of persons being prosecuted under the law, enforcement has indeed been stepped up. But until and unless more forest reserves and 'protected areas 'are created for our wildlife, we can only hope that all precious living species will live to see their new habitats. I lsi oreos of greenery such os these ore essentiol for wildlife survivol, 2lBenrrr SnrLL, ApnrL-Jurur rqqs

First Multi-Product Pipeline pact each (1993: 25 sen). In April, Shell and PETRONAS sealed a Joint Venture Agreement for the joint ownership, con- The intake of crude oil and feedstocksfor struction and operation of the first Multi Products processing in'1994 was 36.1 million barrels, an Pipeline and Distribution Terminal (MPP-DT) f a- increase of 1.8Vo over 1993 despite a shutdown of cility in Malaysia'This formalisation signifies the 20 days for scheduled maintenance and charting of a new milestone for the local oil and gas debottlenecking of thePlatformer 2 unitinthe first industry. half of 1994. While sales volumes were maintained Ihe project will involve a 145 km pipeline to transport gasoline, jet fuel and diesel from the at high levels in 1994 with only a slight decline on PETRONAS refinery in Malacca and the Shell refinery in Port Dickson to the new Kuala Lumpur the volume achieved in 1993, turnover fell RM115 International Airport (KLIA) and onwards to a million (5.6Vo) to RM1,960 million due to lower new distribution terminal south of Kuala Lumpur' average product prices in 1994. Operating profit SMTSB and PDB will have equal partnership of after taxwas RM85.9 millionfor 1994, a decreaseof RM17.6 million over 1993. This represents a profit of 28.6 sen per stock of RM1 each for 1994 com- pared to 34.5 sen int993. the joint facilities and share on a 50:50 basis all project costs related to the joint venture. The joint New Shell Helix Ultra launched venture will enable both parties to achieve econo- Shell Marketing Companies in Malaysia intro' mies of scale through the optimisation of invest- duced its new toP tier Helix lubricant to the ments and higher operational efficiency. Sched- Malaysian market in May. The Ultra is the latest uled to be completed in August 1997, at an esti- addition to the Shell Helix family of engine oils: mated cost of RM520 million, it is also expected to Shell Helix Standard and Shell Helix Plus, and is provide the assurance of a safer and more reliable the most advanced lubricant available with per- suppty of petroleum products to KLIA and the formance standards well above industry norms Klang Valley customers as well as contribute to and manufacturers' specifications. lower road tanker density with less congestion, Ultra is developed from the same winning less pollution, reduced wear and tear of highways formula found in Shell TMO - the unique XHVI or and less potential accidents/disasters. Extra High Viscosity Index base fluid. The new lubricant underwent extensive laboratory tests PETRONAS, Shell share Tawau facilities and demanding field trials such as a continuous In March, PETRONAS and Shell sealed a Joint 100,000 km test drive in desert and Arctic environ- Facilities Agreement for the joint ownership, con- ments. The introduction of U1tra coincides with Shell's struction and management of petroleum products and LPG facilities located in Tawau, Sabah. The move worldwide of having a global family name ' Project involves a partnership to jointly own and for gasoline oils i.e. Shell Helix. As with Standard and Plus, Shell Helix Ultra is available at all Shell upgrade Shell's exisiting depot at Tawau and to construct a new LPG plant to cater for growing petrol stations, car distributors' service centres, demand in the east coast of Sabah.Total project workshops and \"highstreet\" garages authorised by Shell. Uttra retails at RM99.00 (P. Malaysia) and costs are estimated at RM54 million. RM99.50 (Sabah/ Sarawak). Both parties will form a join!-venture com- pany to manage, oPerate and maintain the joint facilities. The company's operations will start in 100th tanker berths at Shell MDS 1995 upon commissioning of the new joint venture In May, Shell MDS loaded its products onto the facilities comprising main products and LPG fa- 100th tanker that berthed at its Bintulu jetty. Al- cilities. These products will be more available though the event is becoming commonplace in and accessible to consumers iirSabah, particularly SMDS, this loading marked a very special mile- in the east coast. stone: the 100th bulk liquid tanker to have berthed at the jetty since the middle distillate synthesis PD refinery Posts RM85.9 million net profit plant began commercial production in May 1'993 - exactly two years ago. (The tanker, MT \"Poemi The Board of Directors of the Shell Refining Co., at its first meeting on March 14 recommended to the Galaxy\" successfully despatched with Shell MDS stockholders a second and final dividend ol27 sen products bound for Taiwan and Japan') per unit of stock of RM1 each less tax at 30Vo The plant has been progressing well since it payable on May 25,1995 to the stockholders ap- began commercial operations in May 1993. It has pearing in the Register of Stockholders on April chalked up a number of achievements. Among 21,1995. Duly completed transfers received by the reg- them, the awarding of the ISO certification for the istrars of the company will be registered before manufacture and distribution of a range of syn- entitlement to dividends are determined. An in- terim dividend of ten sen per unit of stock of RM1 thetic products, and also the Walter Elowers eacah, less lax at 32% (now deemed at 30% as announced in the 1995 Malaysian Budget), was Achievement Award in recognition of the plant's paid on November 8,'1994. On a net of tax basis, success in gas conversion to clean products. Since distribution in respect of the year ended Decem- ber3,1994w1ll be 25.7 sen per unit of stock of RM1 Shell MDS' first shipment in Septembet'1993, environmentally clean products have been suc- cessfully exported throughout the world, includ- ing Australia, the US, Japan, Taiwan, South Korea u.,-d Er.opu. M 22 DepneSHeu\", Apntl-Jutu tscs

Nigerio Chino Major environmental study launched Shell Centenary Scholarships In February, Shell Nigeria commissioned an inde- In March, five outstanding Chinese conservation pendent US$2 million environmental study of the 70,000 square kilometre Niger Delta to catalogue scholars received recognition for efforts in protect- its physical and biological diversity. ing China's natural and cultural resources at the Shell Centenary Scholarship presentation in The results will help the government and Kunming,Yu nnan Provi nce. industry to better plan developments and mini- The US$50,000 scholarship was set up by Shell Companies in Greater China last year to mise enviromental impact by providing it with commemorate the company's 100th anniversary more comprehensive baseline data. The two-year with China. Besides funding exploration and re- study will be run by a committee of national and international organisations, government, environ- search, the scholarship integrates young scholars mentalists, the industry and the World Bank. into various exploration, research and conserva- tion projects through training, equipment costs, The success of the project relies on it being a travelling expenses and stipends. partnership between all parties involved - with objective input from the community and non- In 1995, Shell will sponsor another six re- governmental organisations. The study will com- searchers in total sponsorship amounting to plement Shell Nigeria and its joint-venture part- ners' ongoing environmental programme. A US$80,000. The seholarship is administered by US$100 million budget for 1995 has already been CERS - the China Exploration & Research Society approved for operational activities related to envi- of Hong Kong, a non-profit organisation with a mission to preserve China's environment and cul- ronmental improvement. tural richness. UK Germony New communication concept Trade and shipping companies merge The activities of Shell International Trading Co In March, Deutsche Shell announced its new ad- vertising campaign would change things which (SITCo) and Shell International Shipping Ltd (SIS) are wrong with society and in everyday life such were combined within a single company known as Shell International Trading and Shipping Co as the disadvantages experienced by the disabled Ltd on 1 April. or the risk of road accidents involving children. This company will manage the oil trading and Instead of being represented by bright, shiny shipping businesses of Shell International Petro- valves or special oils, Shell's public image is now leum Co (SIPC). The reorganisation brings to- one of social commitment. The company has a gether two complementary activities and organi- history of involvement in social issues - a radically sational units, enhances the service level provided distinguishing factor from its competitors. to their customers and facilitates improvements in the quality and effectiveness of SIPC's oil trading Under the slogan \"We want to change things\" and shipping operations. and through the print and electronic media, Shell will list some social problems, present the compa- The company is located in London and will ny's initiatives, solicit public involvement in the trade around 2.5 million barrels per day of crude implementation of the initiatives and then account oil and 500,000 barrels per day of oil products internationally. It will trade lubricant base oils and for whatever achievements and outstanding work to be done. The concept was developed for ap- coordinate the international aviation and fuel busi- nesses of Shell companies, as well as manage the proximately 30 million mark. Shell fleet of 40 tankers, 18 LNG carriers,3 LPG Flonce ships and control 30 time-chartered vessels. Sponsoring dream cars Philippines New refinery opens Shell France will officially sponsor the GT endur- In February, Filipino President Fidel Ramos offi- ance races this year and will be the sole supplier of cially opened Pilipinas Shell's state-of-the-art fuel for the three races in France. The GT races US$600 million refinery in Batangas. The ceremony marked the completion of two years construciion brought together prestige cars such as Ferrari, and commissioning work. Jaguar, Lamborghini, Porsche and the Maclaren One of the most advanced in the region and with a capacity of 110,000 barrels a day, the refin- GTR. ery will take the country's energy needs into 2000 and beyond. Particular attention has been paid to The first race was in March at Castellet, the environmental performance including a sulphur rccovery unit which will improve the plant's emis- second was in Paris inMayand the third atNagaro sions performance. in October. The majority of the cars also raced at Le The new refinery is expected to also generate loreign exchange income through the export of Mans in June. srrplus products besides catering for increasing For over 50 years, Shell fuels and lubricants domestic demand of oil products. powered endurance races and determined their history. As time passed and names changed, the continuity of Shell 's presence was reflected in the Shell drivers that stood on the podia of the world's major circuits. (Last year it was a Porsche-Shell that won at Le Mans.) These dream cars are the ideal field in which to promote the technology of Shell's petrol and lubricants. I Benrn Sxru., Apat-Junr gcs23

SHELL DIRANCANG SEMULA DEMI MENGEKALKAN KEU NGGU LAN NYA - Temuramah Berifa Shetl dengan Datuk Chris Knighf, Pengerusi dan Kefua E ksekufif, Sya ri kat-sya ri kof Sh ell di M al aysi a Berita ShelL Setelah lebih 100 tahun berada di Malaysia, mengapa Shell perlu melakukan perubahan yang begitu mendadak? Datuk Knight Apabila kita mengimbas kembali sejarah Syarikat-syarikat Shell di Malaysia, memang kia dapit melihat banyak pencapaian dan kejayaan yang boleh dibanggakan dari segi koriersil dan juga sumbanginkepada pembangunan negara sepanjang tempoh tersebut' Nimun, rekod pencapaian yang cemerlang tidak menjamin kemajuan pada masahadapan, dan pengalaman beberapu ryurlkut gergasi baru-baru ini membuktikan bahawa kita tidak boleh alpa. Sheil perlu tangkas menangani suasana perniagaan yang penuh persaingan, bergerak pantas dan sentiasJerubah. Pada tahun-tahun kebelakangan, kedudukan pasaran kita jelas ierhakis sedangkan kos operasi semakin meningkat. Percubaanberulang kali untuk menangani masalah ini menerusi pendekatan biasa terbukti kurang berkesan. Oleh itu, kita perlu menggunakan pendekatan yang lebih mendadak. Jalan yang kami pilih ialah Perancangan Semula Perniagaan atau BR (Business Reengineering). Berita Shell Apakah aspek perniagaan yang akan dirancang diubah? Dan bagaimanakah pfoses perubahan itu dilaksanakan dan diuruskan? Datuk Knight Untuk melaksanakan BR, kita perlu melihat secara dasar bagaimana kita menjalinkan perniagaan. Ia mencabar segala andaian yang kita buat mengenai apa yang penting kepada syarikat. Oleh kerana perniagaan kita begitu bersepadu, upuUitu kiia melihat satu aspek daripadanya, kita terpaksa melihatnya dari semua aipek. Ini bermakna apabila kita melakukan perubahan, ia akan melibatkan kita ,\"*rru. Kerana itu, tiida satu bahagian Pun dalam SCM yang akan terkecuali daripadaBR. Bagaimanapun,perubahan-perubahanituakanlebihketaradibeberapa bidang tertentu berbanding dengan yang lain. Sebagai contoh, dalam kegiatan Hiliran (kini dikenali sebagai Oil Products), Pusat PerkhidriatanPelanggan*\"rupikunbahagianhadapansyarikatyangmencerminkanintegriti kita dan kualiti perkhidmatan yang kita berikan kepada pelanggan. Di Pencarigalian dan Pengeluaran (E&P), Pusat Pengurusan Kontrak Perkongsian pengeluaran (pSC) telah diwujudkan untuk menyelaraskan sem-ua usaha kita di bahagian hulian bagi mendapatkan nilai terbaik daripada pada masa kini dan iuga pada masa hadaPan. Pindekatan yang radikal dan berbeza dalam kegiatan perolehan di sektor huluan dan hiliran telah membawa manfaat kewangan yang lumayan di samping meletakkan asas bagi kerjasama di antara Syarikat-syarikat Shell di rantau ini juga' Yang penting, perubahan-perubahan besar ini telah dilakukan tanpa menjejaskan perj'aplaenruabnaiPaenr,npiaugdauaun.*nyu, hanya akan berjaya jika kakitangan yang boleh melaksanakannya terlibat pada p&ingkat awal, dengan demikian mewujudkan rasa \"bertanggungiawab\" di sudut hati mereka. Untuk menjayakan perancangan semula ini, kami telah berusaha bersungguh-sungguh untuk mengamalkan prinsip tersebut. Ramai kakitangan kita telah *\".ry\"iii -atriit BR, untuk mencari idea-idea baru dan mengatur rancangan untuk ini. Kami juga telah mencuba sedaya uPaya untuk memaklumkan melaksanakan idea-idea kepada semua pihak, melalui presentasi, bengkel dan risalah berita supaya dapat membangkitkan minat dan semangat pekerja. 24 Brnrn SHrrL, Apntr-JuNr tccs

Berita Shell Dapatkah Datuk gambarkan bagaimana keadaan Shell Malay- sia dalam masa lima hingga sepuluh tahun dari sekarang? Datuk Knight: Dalam jangka pendek, SCM akanberada dalam keadaan tidakpasti dan tidak menentu, sebagaimana lazimnya apabila kita melakukan perubahan mendadak. Bagaimanapun, untuk memanfaatkannya, kami akan berusaha mengekalkan perubahan- perubahan ini, yang dibuat berlandaskan perniagaan strategik. Sungguhpun kami tidak bercadang melakukan BR kedua dalam erti kata yang formal, kecuali jika kita gagal menjadikan inovasi sebagai sebahagian harian daripada pencipa[n tugas kita. Saya harap, dalam masa lima hingga sepuluh tahun akan dating, semua kakitangan kita akan dilengkapi dengan kemahiran dan peralatan yang memLolehkan mereka melakukan BR secara tidak formal dan juga -ene.rsi perubahin ying ditetapkan. Berita shell: Apakah masalah-masalah yang menghalang perancangan semula Shell? Datuk Knight: Sebagaimana yar.g biasa berlaku dalam sesebuah organisasi besar dan kompleks seperti SCM, halangan utama terhadap perubahan bukannya ke-kurangan rumusan teknikaltetapikesulitanuntukmemujukkakitangankitadisemuaperingkatrrpufurr,\"r,yedari ldei_ktoanpagspi ednatningdimdaannfpaeartlkuannyabepresraumbaah.aRneadkasliambeguisnaihma emmeamngbebniatusak misa depan yang dapat dilihat dilam org\"anisasi yangberlaya. Berita shelL Bagaimanakah halangan-halangan ini disingkirkan? Pd\"\\ Knight Singkir bukanlah perkataan yang betul untuk menggambarkan pendekatan kami dalam isu ini. Kami yakin bahawa satu-satunya cara untuk mengekalkan perubahan ini dalam jangka panjang ialah melalui penglibatan berterusan mereki yang terbabit dalam perubahantersebut. Untukmemastikanperkarainiberlaku,ramaikakitangaitelahmenyertai makmal perancangan semula, berbagai mekanisme komunikasi seperti risallah berita, ceramah dan bengkel-bengkel yang turut dihadiri oleh para pengurus, penyelia dan kakitangan. Walaupun banyak lagi yang boleh dilakukan, saya percayu kita t\"lih *encapai penyelarasan yang kita perlukan dalam BR dan pencapaian inilah ang akan membawa manfaat kepada SCM. Berita shell Apakah peranan' anda, secara peribadi, dalam usaha mengubah budaya lama Shell? Datuk Knighh Pertama sekali, perlu dinyatakan bahawa kita baru sahaja mula mengubah budaya-Shell. Budaya sesebuah organisasi adalah sesuatu yang dipupuk selama bert\"ahun- tahun. Justeru itu, proses mengubahnya jtgakena memakr.r *irr. Siya ingin menegaskan EllYu kesan peranan seseorang individu, walaupun Pengerusi ,undi.i, d-alam pro\"ses ini adalah terhad. Apa yang saya cuba lakukan ialah menggalakkan rakan-rakan sekerja saya di semua peringkat dalam organisasi supaya merebut setiap peluang yang ad.auntuk tercakap mengenai aspirasi kita untuk SCM baru. Dengan berbuat demikian, sayi percaya lebih ramai kakitangan akan terlibat secara aktif dalam usaha meningkatkan kesedaian din kefahaman mengenai apayang dimaksudkan dengan \"cara baru bekerja,,. B-erit1 shell Bagaimanakah kita mengukur \"cata baru bekerja,, ini dan siapakah yang akan mengukurnya? Datuk Knight Ini adalah sesuatu yang sukar diukur secara saintifik. Cara baru bekerja sebenarnya adalah satu set garis panduan yang mengawal tabiat kita pada masa depan. Kami Benn Sxeu., Apml-JuHe tsss 25

percaya, inilah yang kita perlukan untuk memastikan landasan perniagaan strategik i,.,\"r,duta.rgkan hasil*yang kila harapkan. Kami akan membuat penilaian subjektif terhadap pakearunbdaahpaaittadbiilaihtaktamkietalanl[ia,inpdeanrciampaasiaankepemrnasiaag.aTaentaypai nugkulerabilhk9b)aaiyka1dnaryiasneggpi kaolinmgerpseilntdinagn melaluicetusankeupayaanorgar,isasiyangbaruuntukmemenuhicabaransuasanaperniagaan pada masa hadaPan. Berita Shell Apakah implikasi umum terhadap pihak pengurusan dan tenaga keria apabila proses perubahan ini selesai? Datuk Knight seperti yang telah saya katakan, proses perubahan ini tidak ada titik penamat' pKioei\"tarrnuhinaalgunary.aa,g\"nan.kyaIannisdbeamepiuamltaamdkeninmu\"glateintkuaalkpmaenersldutia.yieManastkaiaainsgiitumk,iteapnihdilaeanki gipeaenmnumgluearnuccsaaarbanarkdicataanrabteeknrituaagruamseknneijraajaglaanpkedaralnun mengubah cara mereka bekeria dari masa ke masa' Berita shell Bagaimanakah penerimaan Kumpulan terhadap perancang semula Shell MalaYsia? Datuk Knight seperti yang kita maklum, Kumpulan Shell sendiri sedang melalui p^erubahan besar dan mereka juga'merigalaml keadaan yang sama sgggrii yang kitaalami di SCJvI' Sejak mulalagi,Kr*priuri*\"nyJkongp\"tun.uogant\"mulaSCMdanturutterlibatsecaralangsung dalamb\"eterapamakmalsR. N{ulrh,*ereka'berminatuntukbelajartentangprosesperubahan Ju.ipua, kita untuk mengelakkan kesilapan dan menggunakan kaedah yang beriaya dilaksanakan bagi kita di SCM. Berita Shell: Setelah hampir setahun penyusunan semula dijalankan, aPakah keputusan awal Yang dicaPai? Datuk Knight Memang kita sudah dapat mengumpulkan manfaat yang ketaradan tidak kjkaaieatdatnuaadrpalero.pnlSge\"ealeaknbksirfgaulaSlnuifurncarOonnnNppto\"aahri,Sp,r\"rkhsditeaimbrbeasanhug]daueag\"hnhinaagd.nahPapiukliishrtaairmtntPeatnheeujriiakmnhh,amisdtekmemananegtnahktnaoassrPa_ilPkepaleaanmnsugbusegkalaaihannna,pPseasllmeatmkasseaednnditaaadarnaengpkoHmehRreTjansasguwaidkmaauuaht mencaiat kemajuan besar dalam usaha memperkenalkan konsep pembayaran gaji berasaskan p'smyeearnerSikckaaaairtdp.liamaigiiaiashsnueaks.skeialtepnnegdnaithidnag6laaymhaangBgiRadn.aIopnraigtmadneiilsnihauasnit,judkkeuknamgnpaunml,ajeenrleakspaeiakmleaurhjlaapsmeereunnb1dy-ai-rehri^dar^ann--reid_mpJae^ilna1r^ltmua_no^sy-upaPekraaiytsaai melakukan perubahan demi kepentingan bersama' Berita Shell: Apakah yang akan berlaku apabila Datuk meninggalkan Malaysia. ndakah pfoses perubahan ini akan kehilangan PenSaruh? mDbmyeaaaegithnguiLtudukatkaegapKrlaainapnmhtuikpganda\"hie,niltrkab:umaikbMlakuaainekhtnagmaafnaanrangiaonaatgtknediansaSkyariuUiitypfa\"areang4[agdi.kt*aauauSnnpharayy\"lmnaamkenayatgnirndiirndsarpgei.fu\"emgksraaruae,llbakkdiltanain\"khgn*iaratrapMnnlmuaankaaalairkitsyaammtsnriaaueamkhnk,raautetungkKenrautamjaaninppmekeiperibmennuuriapuuak\\gpa:bas]aayanutraahllaynksaaraulnnrlyk-lasif\"st,;eyas:jlae'aUlo'rk--,iKrs1kadaea.nuhggtaai.g\"gyb\"ihaetigualnainkghs bulan iilu adalah jiminan terUait< iita ikatt kembali kepada cara-cara lama' Akhir sekali, saya yakin pengganti saya mempunyai komitmen untuk memajukan perniagaan kita dan ,uyl prttite[iit akan berusaha ke arah ini Ou\",T\"t?.flk:l-ry:3ll: selanju\"tnya dengan semangat dan kegigihan sebagaimana yang saya lakukan. saya uca selamat maju jaYa kePadanYa. $? 26 Benrrr Srrrr, Apilt-JuNs lscs

PEMULIHANSUNEAI MIRI I urouaplr,seorang penduduk dari Hulu Sungai Baram menziarahi anak lelakinya di If Miri baru-baru ini. Melihat kepada keadaan Sungai Miri yang keruh dan kotor, Ultau menyifatkannya sebagai amat berbeza dengan sungai tempat kelahirannya, Sungai Baram. Air di bahagian hulu Sungai Baram sangat jernih dan terdapat banyak ikan di situ. Tama -\\pau amat menghargai sumber sungai yang telah banyak memberikannya sumber rezeki dan :nenjadi ialan pengangkutan utama penduduk sekitar. Melihat kepada bapanya, beliau seakan ada cerita yang hendak disampaikan. ]ika diibaratkan Sungai Mirl sebagai manusia, :anya bolehlah diandaikan sebagai berada dalam kesihatan yang paling kritikal. setelah bertahun-tahun dicemari, laporan Jabatan Aram sekitar OAs) pada tahun 1993, :elah mengenalpasti Sungai Miri sebagai salah satu daripada 11 sungai yang paling teruk -l icemari di Malaysia. Seperti khazanah warisan yang lain, Sungai Miri ielah banyak t\"i.\"^o. Brnrrn SulL, Apnt-Jurur tccs27

oleh pembuangan sampah dan sisa makanan. kebersihan alam sekitar itu telah Sikap yan'g langsung tidak prihatin terhadap me^gukltuikariUanaya yang seriui kepada masyarakat, ikan dan tumbuh-tumbuhan yang bergantung kepada kepentingan sungai. Berdasarkin statistik, Sungai Miri mencatatkan bacaan indeks kualiti yang paling rendah. Laporan ]AS juga mendapati kebanyakan pencemaran di^Sungai Miri terdiri daripada kadmium,kromirmdanplumbum. KadarbacaanbakteriaE.Coliberadapadaparastertinggi di muara sungai itu iaitui8,333 MPN/100m1, lebih tiga kali ganda daripada biasa iaitu 5,000 MPN/100m1. ukurannya sepanjang 25km dan boleh diterokai sejauh 5km, imej sungai Miri walaupun terjejas teruk berbanding dengan Sungai Baram. Kesan daripada pertumbuhan industri ,\"hingg, ke jambatan iiasau serta kelompok penempatan setinggan di bahagian hulu, menailpakkan Sungai Miri yang terdedah kepada kegiatan pembuangan sampah sarap dan BARU DIBUANG ,,. sisa industri di sekitarnYa. Kebanyakan kegiatan industri yang terletak di sepanjang sungai itu tidak dilengkapi siso setempot mosih dibuong ke dengan sisiem pemb\"uangan sampah yu^g t\"*prr^a. Sisa buangan itu biasanya dikumpulkan dolom sungoi, Pesoloh dilihot di klwasan b\"id\"kutu.r sungai dln tiadisebarang langkah perlindungan yang dibuat untuk berjolon dengon mengelakkannya daripada melimpah ke dalam sistem saliran. Sisa minyak turut dibuang ke bekos sompoh dalail saliran manakila kampung-kampung di sepanjang sungai pula tidak mempunyai tonpo roso sistem pembuangan najis dan sampah-sarap yang sempurna' bersoloh, Hatisan dan pemendapan yang disebabkan oleh kegiatan pembinaan dan industri, pembuangan sampah dan najis manusia yang dialirkan terus ke dalam longkang, dan iltamUan\"pula dengan bangkai kapal yang terbiar telah menyumbang ke arah berlakunya \"bencana ekologi\" buatan manusia ini' Lebih 50,000 orang menduduki kawasan sekitar lembah Sungai Miri, dengan kawasan berbentuk segitiga ya-ng disempadani oleh Sungai Miri dan Bukit Kanada, merupakan kawasan ya\"g'puli\"g padat diduduki. Beberapa kampung, seperti Kampung Pulau Melayu, Kampung Piasau Utara, KamPung Dagang, Kampung Pasir, KamPung Pengkalan Lutong, KamPung Pujut dan satu atau dua lagi kamPung terletak di tepi Sungai Miri. Penemuan terbaru mengenai keadaan Sungai Miri telah menggerakkan wakil-wakil rakYat, agensi-agensikerajaan,pihak swasta dan badan bukan kerajaan (NCO) untuk bersatu bertindak menyelamatkan sungai Yang menjadi jalan pengangkutan dan yang telah sekian lama menyumbang ke arah kecantikan bandar minyak yang bersejarah ini. Malah, Sungai Liku, yang terletak di bahagian hulu, adalah meruPakan sumber air kawasan Miri. Sejajar dengan kempen C intailah Sungai Kita yang dilancarkan Pada akhir 1993 untuk menyelamatkan sumber penting ini, satu jawatankuasa khas di Peringkat tempatan telah dibentuk untuk menjalankan kempen pemulihan 28 Brnue Sxru., Apml-Jurur tsqs

,,r.;.\"r*:=. Atos', Bowcth', PEMBUANGAN TAK BERSISTEM,,. bukon sohojo menyokitkon moto moloh membontu memusnohkon sungoi, Brntrr SHEr.r.. ApnrL-Jur.rr tscs 29

Sungai Miri. Jawatankuasa tersebut dipengerusikan oleh Residen Bahagian Miri sementara ,.rr\"tiu kempen terdiri di kalangan pegawai-pegawai daripada jabatan-jabatan kerajaan termasuk Lembaga Sungai Sarawik ying baru ditubuhkan dan jabatan Saliran dan Taliair yang bertindak sebagai urusetia bagi kempen tersebut' Briged Pemulihan Sarawak, sebagai sebuah negeri terbesar di Malaysia dan mempunyai bilangan sungai terbanyak, mengoiak selangkah ke hadapan dalam usaha pemuliharaan sungai dengan meluluskan satu rang undang-undang di Dewan Undangan Negeri untuk menubuhkan Lembaga Sungai Saralwak paai Ottober 1.993. Tugas utama lembaga tersebut, yangterletak dibawahKementerianPe-bungllnunlnfrastrukturNegeri,ialahuntukmengawalkeselamatan lalulintas sungai dan mengekalkan kebersihan sungai' Rancanga=n jangkapendekdan jangkapanjangdigabungkandibawahprogrampemulihan Sungai Miri. Penge.rii be.suma Briged Pemulihan ini ialah Ahli Parlimen Miri yang juga Tim6ahn Menteri Sains, Teknologi dan Alam Sekitar, Encik Peter Chin Fah Kui, dan Menteri Kewangan dan Kemudahan Awam Negeri, Datuk Dr George Chan Hong Nam. Seriasa merasmikan kempen Cintailah Sungai Kita di tepi Sungai Miri dan berhadapan dengan Kampung Pengkalan Lutong pada23 April 1994, Encik Peter Chin berkata rancangan jangia panjang ikan dibuat untuk mengutarakan strategi dan kaedah dalam menangani masalah Pencemaran Sungai Miri. diadakan berikutan majlis pelancaran tersebut Satu tempen pembersihan besar-besaran denganlangklh pertama yang diambilialah denganmembuang sampah-sarap yangteraPung di slngai itu. Usaha ini memberi semangat yang berkesan,disusuli dengan kempen pembeisihan kedua yang diketuai oleh Datuk Dr George Chan pada 16 Oktober 1994, di mana anya dilaporkan mendapat sambutan yang menggalakkan' Kira-kira 50 sampan dan lebih 1,000 orang terlibat dalam usaha tersebut yang turut ' disertai oleh pihak keiajaan dan sektor swasta termasuk kontinjen dari Sarawak Shell Berhad serta penduduk persekitaran. Usaha pembersihan secara gotong royong itu berupaya mengeluarkan sisi pepejal seberat kira-kira 80 tan dan menarik keluar tiga bangkai kapal. ,Lpu yutrg lebih penting ialah iannya telah dapat menimbulkankesedaran kepada orang ramai mengenai mustahaknya mencintai dan memelihara Sungai Miri. Mesej itu seterusnya diperkuatkin lagi menerusi pemasangan papan tanda dan poster yang mempamerkan slogan kempen di lokalilokasi stritegik. Kegiaian lain yang turut dilaksanakan ialah pengedaran risalah, menganjurkun pu*\"rrn dan ceramah dan dialog yang membabitkan pihak sekolah, industri dan kamPung-kamPung. Walaupun misihlerlalr, a-at untuk menilai hasilnya, namun kempen ini sudah mula *ur,urnprkkan perubahan sikap dalam usaha membantu memulihkan Sungai Miri, demikian kata pengerusiiawatankuasa kebajikan dan Keselamatan Kampung (JKKK), Encik Roslan Abdullah. Roslan, yang rumahnya terletak di pinggir Sungai Miri berkata, beliau seringkali melihat banyak sampahlerapungdi sungai itu apabila air naik tetapi keadaan itu kini sudahbanyak berubah. SeLagai salih situ usahi mendidik orang ramai mengenai kebersihan sungai, pihak jawatankuasa menganjurkan ceramah yang membabitkan penduduk kampung dari semas_a ke s\"masa. MajliJ Perbandaran Miri telah menyumbang ke arah mengikis tabiat tidak bertanggungjawab membuang sampah ke dalam sungai dengan memperkenalkan pusat pembuangan samPah awam. peng&usi JKkK Kampung Piasau lJtara, Mohd Mansor Hatim, turut menyetujui pandan[an Roslan terhadap peningkatan kesedaran masyarakat dan kerajaan dalam usaha member\"i nafas baru kepadi Srngai Miri. Ia adalah kesedaran terbaik kepada masyarakat Kampung Piasau Utara yang kebinyakannya bergantung kepada kegiatan merangkap ikan di sungai itu sebagai sumber pendapatan. PJngurus Karirasan Lembaga Sungai Sarawak bagi Bintulu, Miri dan Limbang, Encik Williamlinep, berkata pemulihan se.u.a keseluruhan sudah berhasil selepas kempen di 30 Brnrre SxeLL, Apptt-JuNr tccs

Peringkat awal. Katanya industri di sekitar sungai telah mula membuat usaha untuk membersihkan bahagian hadapan sungai di kawasa\"n mereka. kdsk-aeiuhw-bnaeaBgrrsaseaapilhini.aamuLnraiezjmdmuaigpbbkaubaaagwmmgaaeeissnnmaugynehnenargmulgaaeiinnp,rgedimhkaaahehaknkdkcaaiiansnncadlpnatuie.ndsgiasikrekiaknd^it\"iiprrsa\"ie,hn*pa.aopknitnjboagelnigrkgkiareswnsuauniasngngaaanisi iutdrpuiazaraa.ygabpaumdrdiusedena-papuana9natjammnyegip^mogpetiolnrihkugag*aruiari Penjagaan sektor masing-masing bertiDndisaekmtealarahmkkeannjaolalenhk-asnepmelaanngbaetrtidnadnakkdoemngitamnmen\"mddaarhipaagdikaurmrrarrs-rygaaraikkeapta, djaawbeabtaenrakupaasa PvLsusaeueunkntjktuotugtotonkrrd4g.m5i,dpbPieeeommrrstsabaaMnenmgraasagliakuhPuynkesmgarijsnaapa.wudtuBlaaaalnbinnak-mak/saneuutnimpjkMpape,geuaEraliaaetsanskest,ekdmr/tnKoi erKdMrmaeaPlkaaruais<miirbnSt?esgder,-nmmkotBuao\"-lhsraudi\"y\"gdnad.anaprg3nienp&prn*eeii-rlansuggtaeaktuluaaakanlhaunrnCd-N,ihplbeeinuetlaaartg,6kyakJanaabnjynu.crn-eK,dgierai\"s,wtdgeMgaan,saliaargLmina/\" tibui.ueaanwgrdhtaauaaDtkndadinaiibrnkbpaeudankauswegsukaraknjhajagauawppsniara.etodtudagakenramkhmmuaiekarmiisasamienn.kidnaotaogpghregakpruraaednsmsaiubpotpeepaarreisysreamiahbsaeudi nilap,a,pehyamkairtunk.bmgmaeneidpsmiiujhraaalaalkasnnsanikmfthiaezaanrikskkeaasmeblncudialtairpian.teeasmnlaugrehk'gimaumrrbneaeualsanaaa,tunttbelaatluapenhhongkradaagginntiae.kg.steeuIrapb-itnauuydauuarah-, Yang menariknya, sesetengah orangyangmempunyai kesedaran sivik dan tinggal di tepi Sungai Miri, telah mengambil inisiatif untuk mencantikian bahagian hadapan sungai. Sikap sivik mereka telah menyumbang ke arah mencantikkan sungai ian -er-rghalang hakisan. 3lBrnrrn Ssru, ApBrL-Jur,rr rcqs

k,u.e,numtnuSprkkeermknlouelPanShegM-nusgIjeBiakwcCooalhansuhtaonnfjgu, gSagaiurutnduiigirrtue4atriti.mitesaarMlkibadKanatrmLipdueai tnddojaaanldag]aimbtseaekltk,aeaonm\\lapdAheilpnapmielpinhegSmaeuwbkneaittrsausrika.hpaSmanebekinSloajulaanalhagl-anastkieakMkenolileratinuhgmgklaaeaislpnaaliundniii pendidikan ini yang dikendalikan melalui Mceirraimtealha-hceiurigrnaadhileytaankkgadniaddi abkaawnahbepitiougpraanm mendidik tentang perlunya memulih dan mengembalikan sungaidan persekitarannya kerana ini adalah salah satu pusaka yang akan mereka warisi. sungguhpun usaha sedaya upaya telah dirangka untuk Pro-ses pemulihan_sepertimana yungt\"rtittidari petanbert;dakbersepaduyangmelibatkanseluruhkelompokmasyarakat iuirf wrh, bagaimanapun, masa dan uiaha yang berharga ini akan menjadi sia-sia sekiranya terdapat orang yang masih mengotori sungai' Penguatkuasaan sebagai langkah terakhir P=ersoalan mengenaipenguatkuisaandan pengembelinganusaha di antara agensi-agensi untuk mengatasi masalail Su\"ngai Miri kini terletak di tangan ]abatan Alam Sekitar Sarawak' Menurut plraturan ]AS, mere\"ka yang bersalah buat kali pertama akan diberi amaran dan sekiranya masih berdegil, tindakan mahkamah akan dikenakan. waiau bagaimanaplun, pengarahnya, Encik Aziz Abdul Rasol, menerangkan bahawa |AS akan meneku-r,krr, kaedah me\"ncegah melalui pemuliharaan berbanding dengan kaedah WAJAH mengubatididalammenjagakebersihandanpersekitaranyangsihat. Inibermaknapenekanan tenta\"ng kesedaran r*u., p\"-rliharaan, tambahnya' Dengan ungkapan-Kerja GEMBIRA.., d\"ulu* usaha konok-konqk Amalb\"ermula di tempat sendiri, Encik Aziz melaungkanusaha masyarakat setempat di Miri jugo terlibot dolom usoho dalam menghadapi masalah pencemaran Sungai Miri' pembersihon, pengLuanmgukma\"ahnseteteniutasnngyadaianlaahydaenngg*adnilumluesnkginadiuknatnu_ksapteul-apnlautftoarmmassearalimrapnanBga-nbdaanyr aMk-imriadtaa'n p\"^[uwala. persekita\"ran SungaiMiri yang dimaklumkan baru-baru ini sudah tentu akan Menghormoti don mempercepatkan proses pemulihan sungai' Saliran dan Taliair Bahagian Miri/Bintulu, menghorgoi M\"r,rrrlt prrantrzturlaanbtJazuri darilabatan olom sekitor matlamat utama ialah untuk menjadikan Sungai Miri sebagai sebuah kawasan rekreasi di ketikq mosih mana aktiviti berteraskan kekeluargaan seperti menunggang bot sukaria dapat dinikmati' mudo logi okon Sungai Miri yang bersih akan menjidi kebinggaan masyarakat setempat dan diharap akan membowo dapft menjahitu\" uiri sebagai Bandar Pelancungan menjelang tahun 2005. keson jongko ^ Kemungkinan jika Taria Apau mahu turun ke sungai untuk melawat anaknya, ponjong bogi beliau *rr,[km beiada dalam telutan yang besar! Sungai Miri mungkin tidak sejernih Sungai Barail tetapi beliau tetap akan m\"lihrl k\"hi.tannya. Itulah yang dapat diperkatakan mereko mengekolkon setakat ini. M worison yong okon mereko pusokoi dori generosi sekorong. 32 Brprn SxeLL, ApntL-JuNe lca5

BERBAEAI ORGAN'SAS' TERHADAP KECEMASAN Pengurusan Tindakbalas Kecemasan Kebanyakanagensitindakbalaskecemasanmengamalkanpengurusansecaratersusunapabila menghadapi sebarang kecemasan. Ia berdasaikan andaianlahawa keadaan kelam-kabut hanya boleh diatasi dengan arahan yang keras dan kawalan yang ketat. Sistem pengurusan kecemasan secara tersusun memPunyai peraturan operasi yang te[ar, komunikasi berstruktur dari atas ke bawah dan kuasa hierarki itau bertatatingkai. Walhal pada hakikatnya, jika tindakbalas melibatkan banyak organisasi, satu pendekatan yang berbeza daripada ini diperlukan, iaitu pendekatan yrr,g t\"uit, ,\"rrri dan lebih mengutamakan penyelesaian masalah. Pendekatan ini hendJaklah berdasarkan cara meningkatkan penyelarasan dan kerjasama di antara pasukan-pasukan tindakbalas semasa kecemasan. itai.d-amkSeepmsaeesbrtliuuadkhaannotregsraatentukisasantsr,iubykeatrunsragmomrageadnneginshgaaasdinayppaianskgeuckfealemnk-apisiabasenul,klaaynzainmtginndymaaekmbbeablraetisrnidypaa\"knr,g\"d\"kalaulairnm,r.nOkkeleeahpdaaitdauan, kerjasama dan penyelarasan. Lebih banyak maklumat perlu diperolehi dan diedarkan untuk mengurangkan keraguan semasa kecemasan, dan ini bermakna meningkatkan komunikasi bukan dengan cara biasa. Ia mengurangkan formaliti untuk membantu usaha- usaha menyelesaikan masalah, khususnya jika melibatkan berbagai organisasi tindakbalas kecemasan. Untuk mewujudkan \"hubungan baru\" ini di antara polis tempatan, jiran- jiran perindustrian, perkhidmatan bomba dan perubatan, satu persefahaman bantuan bersama diperlukan untuk meningkatkan fleksibiliti dalam kerjasama dan penyelarasan antara organisasi. Pada hakikatnya, tindakbalas kecemasan membabitkan keadaan cemas dan tidak menentu. |usteru itu, agensi-agensi tindakbalas bukan sahaja mesti pragmatik dan dapat menyesuaikan diri, tetapi juga dapat mengimbangkan autonomi sendiri demi mewuiudkan keriasama dan penyelarasan. Benrm Srsr.r., Apnt-Jute rcas 33

Satu Sistem Tindakbalas Kecemasan Bersepadu (STKB) telah diasaskan, berdasarkan tindakbalas berbagai organisasi. Ia menekankan kerjasama bagi menjimatkan tenaga manusia, sumber-sumber din pe'nyelarasan untuk mengelakkan kerugian. STKB adalah satu sistem yang berkesan kerar1i ia meningkatkan semangat berpasukan kakitangan yang mempunyai kemahiran teknikal dan pengkr,iusrsan yang tu*u, yut-tg digabungkan untuk menyelaraskan kerjasama semasa gerak balas kecemasan. Persef ahaman B antuan Bersama Kemudahan-kemudahan Slzell direkabentuk, dibina dan dikendalikan dengan penekanan utama untuk mengelakkan kecemasan walaupun peralatan kawalan api yang secukupnva disediakan, setand\"ing dengan piawaian reka bentuk dan operasi. Ia menekankan penilaian dan mengurangkan risiko secara berterusan' Banyak lpa\"n#grk.auhn-lganugi,kalhatiuhnanirkda^\"n\"rr-ut.\"agiugn telah ditumpukan kepada usaha-usaha kawalan dan tindakbalas untuk menghadapi krisis besar' Kemungkinan berlalu kebakaran perlu diakui. oleh itu, persediaan dan rancangan lkkaeutbiahalaiktniakrdaeancneamkduaaaslanahtnitypiaalndo\"ggabisteatrihkkaespseardtnaipnteeirenlunadigsiaay-dmaanakgnaunbsueianttuuylka' mnBgaenmdtiuapasentri,klduaaknnalanknedgrikjmaashina-mtlaaandgdakarairphiaksadewagiapjleiahnnaisk' luar seperti perkhidm\"atan bomba, pJis, hospital, jiran-jiran perindustrian tempatan dan syarikat-syarikat minYak lain' semasa k\"ce*asar1, perkhidmatan bomba, polis, hospital, jiran-jiran perindustrian dan para pesaing perlu dihubungi untuk mendapatkan peralatan, bahan-bahan dan tenaga mdaankleulmekattromneikn,gdeannaiokraenjagdriaamn.arollek-halkemraennaghbuabnutunagni manusia. Seierusnya, pihak m\"edia cetak tempat kece^urur1 rrrirk mendapatkan luar sentiasa d.iperlukan su*uru k\".\"*asan, usaha menubuhkan kumpulanbantuanbersama dan mengadakan latihan bantuan bersama adalah satu-satunya cara untuk menangani masalah-ilasalah yang pasti timbul apabila tindakbalas berbagai organisasi dilancarkan. 34 BrBne SusLL, ApntL-Juur tsss

Hubungan diantara anggota-anggota pasukanbantuanbersama dipupuk secara sukarela berdasarkan pertukaran maklumat secara kerap. Perlu ada kesurlgg.rprrl rntuk berkomunikasi mengikut keperluan, untuk memastikan kesesuaian peralatan du.r-.rlod op\".asi bagi menjamin kombinasi atau pemindahan yang licin. Persefahaman bantuan bersami dan latihan beiru*u memerlukan penyelarasan dan arahan berbagai organisasi yang selalunya menimbulkan kesulitan apabila berlaku keadaan kelam-kabut dan tidak menentu semasa kecemasan. Organisasi Bantuan Bersama Objektif utama organisasi bantuan bersama kecemasan ialah untuk mewujudkan persefahamankerjasama danbantuanbersama di kalangan agensi-agensi kerajaan dan sektor swasta. Ia bertujuan untuk memberikan sokongan pihak ketiga (tenaga manusia dan logistik) vang berkesan jika berlaku kecemasan di tapak operasi ryu.ikut-ryoiikat yang menjaii ahli. Bantuan bersama ini ad6l6fi untuk meningkatkan pengurusan kecemasur-r *\"lulri iangkah- langkah kawalan kebakaran, keselamatan nyawa dan kawalan pencemaran menerusi latihan dankerjasamaberpasukan. Ahli-ahlipasukanbantuanbersamai.riukurl*\"rlyahutpermintaan bantuan syarikat ahli jika mereka tidak dapat mengawal keadaan dengin menggunakan sumber-sumber dalaman mereka sendiri. Organisasi bantuan bersama dibentuk sebagai satu memorandum persefahaman di kalangan agensi-agensi kerajaan dan swasta untuk menjalankan operasinyi secara sukarela. Tetapi, mereka tidak bertanggungjawab terhadap kerosakan, kecederaan atau kelemahan operasi. Oleh kerana kebanyakan agensi kerajaan terlibat dalam Majlis Bencana Awam Daerah, organisasi bantuan bersama sentiasa berhubung dengan pasukan Pengurusan Bencana Daerah. Bantuan akan diberi kepada anggota kumpulan bantuan bersama yang menghadapi kecemasan selepas menerima panggilan meminta bantuan untuk mengawal dur-t *ir\"\"gih keadaan daripada menjadi lebih buruk, bagi mengurangkan kehilangin nyawa, kerosakan harta benda dan melindungi alam sekitar. Bantuan yang diberit<an aaatin dalam bentuk ienaga manusia dan peralatan, termasuk pasukan-pasukan tindakbalas, anggota-anggota pertolongan cemas, kakitangan perubatan dan bomba, serta bahan dar-r peiilatun .itrt.tt memadamkan kebakaran. Benrm Suru., ApBrL-Jurur rccs 35

Bontuon Bersomo Kecemoson Moniung (MANJEMA) Idea untuk menubuhkan kumpulan bantuan bersama di Batu undan telah depot aiir,.rrntur, oleh shell pada awal tahun 1994 selepas menyedari kedudukan itu turpun\"lt jauh daripada kemudahan infrastruktur kecemasan, sama-ada milik kerajain atau swasta. iiku b\"'lut , kecemasan, bantuan bomba dan perubllan1lari par,tai Remis yang sejauh 30 km mengambil masa 25 minit untuk sampai ke Batu Und.an. Bagaimanapun, dengan MANJEMA, bantuan luar ke Batu undan daripada usaha f,ersama'Jabatan Eomba Sitiawan dan Polis Marin dapat dihantar dalam masa 13 minit. Pemindahan perubatan diselaraskan dengan_bantuan bot laju fdualruiptrar,datuHtuorisnp. iptaelsaDkaiteryarhngLu\"\"mdu\"ttusuadkaanh dibawa ke jeti Lumut, di mana ambulans if4ekanisme tindakbalas dan gerak sedia menunggu' d..irancangkan selepas pantas ini dapat beberapa mesyuarat dan perbiniurgu. dengan agensi-agensi yang terbabit. prosedurtindatbahsdangeiakpantasyangbarusertaformatpanggilankecemlsal telah dimasukkan ke datain uuiu panduan bantuan bersama. untuk melquiit.aql keberkesanannya, satu latihan menangani insiden kecemasan olok-olok telah diadakan membabitkan nahas sebuah kapal di jeti' Latihan tersebut diberi nama kod \"Dahlia\" dan telah diadakan di jeti.MFM pada 23 November, 1.99 4. la membabitkan kebakaran, tumpahan muatan.kapal, tecederaandangerakanmenyelamatkananakkapal. operasiDahlia.menyaksikan dan kemudahan, sertapenglibatanJ*\"I 'pgeonrg;;gaunaaaa.inptaenntiaglaRmemanisusdiaan, peralatan Setiawan, pegawai-pegawai Polisdari Segari, Pantai Remis dan Lumut, bot-bot kebakaran Tentera Laut dari Pengkalan TLDI4 !:^\",: bot penyelamat dari ]abatan Marin, ambulans dan pasukan perubatan dari Pantai Remis dan Lumut. Latihan itu benar-benar memperlihat dan mengesahkan betapa B.$liy3 perancangan dan persefahaman dilam tindakbalas bantuan bersama..\"Dahlia\". frrhr, rrtir;a telah menguji dan membuktikan ketepatan beberapa prosedur, tetapi yuga mengenal pasti UEU\"rapa kelemahan-_ Pindian telah dibuat ke atas buku pir,d,rutt selaral dengan hasil daripada latihan- t-ersebut' 12 ahli, iaituKPuemriphuidlamnaBtaanntBtioamnbKa,ecPeomlisa,sTinenBteerrasaLmauatYDur\"yjytl'gY-4t'e/srdiair,i daripada Hospital Dalla!' Polis Marin, ]abatan Marin, Naval Dockyard sdn Bhd, Malayan Flour Mills S^Bhhedl,l Perkhidmaian Kesihatan Daerah, Sekre-tariat Bencana Awam Daerah dan Malaysia Trading Sdn Bhd' Pelancaran Kumpulan Bantuan Bersama Kecemasan Maniung (MANIEMA) BfmueetnumcM'ppaAena-laontrptaAJoguwrNiaOa4nmregattNaenniehstgahuesadriPini,leaHnbngecj uraJiraruukmmsaanarrytKsMbeeaiccnanerjrsaeraumrsraayas,nmk.yeiapno_aBlegdehaPliaTesuilem8jmuabgulauaalat-eanallauhShklemia.tineaSuneusyamsahamuahapaYaksieklhitatuenlal:l jabatan kerajaan di daerah Manjung dan iiran-jiran perindustrian yang menjadi anggota MANJEMA hadir di uPacara pelancaran tersebut' 36 Brnrre Snru, Arntt-Juue tegs

Buku Panduan Bantuan Bersama Wakil-wakildaripadaperkhidmatankecemasan, jiran-jiranperindustriandanparapesaing telah menyusun dan menerbitkan sebuah buku panduan yang mengandungi mod tindakbhlas tertentu, senarai logistik, nombor telefon dan orang-orang yang patut dihubungi semasa kecemasan. Buku panduan ini mengandungi: 1. Dasar dan Matlamat Kumpulan Bantuan Bersama. 2. Objektif Pasukan Bantuan Bersama. 3. Keanggotaan Jawatankuasa dan Kekerapan Mesyuarat. 4. Tanggungjawab Ahli-ahli. 5. Prosedur Tindakbalas. 6. Latihan dan Gerakan Bantuan Bersama. 7. Sumber Peralatan Ahli. 8. Senarai Sumber Perubatan. 9. Organogram Kumpulan Bantuan Bersama. 10. Carta Aliran Tindakbalas Kecemasan. Kumpulan Bantuan Bersama Yang Ditubuhkan Bersama Shell Syarikat-syarikat Shell di Malaysia telah mempelopori organisasi-organisasi bantuan bersama seperti itu di Bintulu (BEMA), Labuan (LEMA), Tanjung Gelang (GEMA) dan baru- baru ini di Lumut (MANJEMA). Shell berharap untuk melaksana dan meluaskan konsep ini di semua tapak operasinya, dan bercadang untuk menggabungkan organisasi bantuan kecemasan ke dalam jawatankuasa Bencana Awam Daerah bagi mewujudkan mekanisme iindakbalas kecemasan yang lengkap dan bersepadu di daerah tempat kita beroperasi. I Brnrm Snrt, Apnrr-Jurue tcss 37

Syorikot-syorikot minyok utomo di Moloysio bergobung untuk mengotur bontuon bersomo menerusi PINMAG Operasipeiroleum di Malaysia, daripada kegiatanmencarigali dan pengeluaranhingga penapisan danpemasaran, tersebar luas dari Seiat Melaka di pantai barat Sen-te,-rinlur-tg NTalaysia hinggi ke Laul China Selatan di sebelah timur; dan menyeberang Laut Sulu di Sabah, Malaysia Timur. Ini bermakna minyak mentah dan lain-lain hasil petroleum sentiasa dihantar dan dipunggah ke kilang-kilang di darat untuk diproses dan kemudian diangkut lagi ke depot per,gedutu., sebelum sampai kepada Pengguna_. Besarnya operasi mencarigali di 1aut, walaupun industri minyak, sektor perkapalan mdainnypaikhadkanbepreknugisaangmkuatrai.n, nsyefntimaseawmu]eundgkaamn biiirliklaongt k\"-auhl-ularlnggaknahdaynabnegnkceatnaat untuk mengelakkannya. Seandainya berlaku kemalangan dln tumpahin minyak, setiap syarikat minyak utama di Malaysia mempunyai keupayaan segala peralatan tindakbalas yang diperlukan' Maka iytar,ng\"rd\"i*nraum.saykaarniktaintdmakibnaylaask tumiahan minyut (OSn) 'Peringkat 1'dengan pengeluaran atau berkeupayaan menangani tumpahan minyak kecil seperti kebocoran di kilang pemancur sewaktu operasi pemindahan di jeti atau depot. Syarikat-syarikai minyak utama di Miaysia sedai bahawa perkongsian peralatan dan sumber yang tersusun dan terselaras, di samping kerlasama .up'ut der-rgur-r pihak berkuasa kerajaan tempatan, negeri dan pusat, dapat meningkatkan keberkesanan untuk menanganl kemalangan marin dan tumpahan minyak di perairan kita. tindakbalai menyelaraska'n \"bantuan bersama\" ini, maka terbentuklah Kumpulan Bantuan Bersama Industri Peiroleum Malaysia Untuk atau ringkasnya pIMMAG, yang didaftarkan pada bulan Disember 1993 sebagai sebuah organisasi tidak mencari keuntungan' i 1994, pejabitnuu\"yung terletak di ibu pejabat Petronas di Kua-1a Lumpur telah,dibuka secara rasmi' Menj'eAlahifgahJullia Oil, Texaco, kumpuian ini terdiri d\"aripada PETROI{AS, Shel1, Esso, British Peiroleum, Caltex, Mobil, Occidental Envon Oi1, Idemitsu, Petmal, Malaysia Baram Oil Developmnt, Overseas petroleum Investment Corporation dan Nippon' persediaan bagi tindaktalas tumpahan minyak (perilatan, logistik dan tenaga manusia yang^terlatih) memerlukan kos yang tinggiuntukdikumluldandiselenggaiakan. Oleiritu,iindakanberiamaindustri,melaluiPIMMAG,menawarkancarayangpaiing meiJjimatkan kos dan saksama ba[i industri untuk membuat persediaan menghadapi ytuamngpashealenbihPnty\"ayuad\\alaThiguantsuukkkuosdaorpipearadsai belanjawan 1995 yangberiumlahntt23luta akan dibelanjakanuntukperalatan, manakala dan pentadbiran. Menielang pertengahan tahun ini, PIMMAG akan mempunyai tiga pusat yang dikendalikan oleh kakitangan sepenuh masa, iaitu dua di Serimanjung Malaysia dan satu di Labuan. Bidang kuasanya sehingga 200 batu ke luar pantai. Syarikat-syarikat minyak langkah-langkah untuk mengawasipelbagai insidendi sepanjang akanbekerjasamu.aiut Je.grr1 kerajaan, yang sedang mengambil Selat Melaka yang sempit dengan kesesakan la1u lintas yang pantai Maiaysia. paling i\"*Uirlrt ungi^riirluh keadain di mendatangkan ancaman perlanggaran dan tumpahan minyak' kumpulan jika berlaku kecemasan akibat tumpahan minyak dan ialah sltagai pusat gerakan bagi ahli perarian pIMMAG sebagai penyimpan peralatan tu*pi'nu\" *i\"ylk, serta penyelaras perkongsian tenaga manusia. Ia juga sentiasa berhubung dengan Uaau]r,-faaurl keraiaan yang latihan tindakbalas terlibat. Salah satu matlamit utarna konsortium ini ialah uniuk mengadakan tumpahan *i.rya( ,ntuk itrti-ai-tti. Ia iuga akan membeli, menyewa, menyelenggara dan mengendalikan peralatan OSR dan mengemukakan cadangan-cadangan untuk meningkatkan keupayaan OSR' lawatankuasa penlasihatnya?ianggotai oleh riakil-wakil dailpada syarikat-syarikat ahli dan akanbertindak sebagai sebuah forum yang berteruian. Lembaga peng\"aiahnya pula terdiri daripada ketua-ketua pegawai eksekutif syarikat-syarikai minyak yang terbabit. Struktur tindakbalas ini telah pun diterangkan secara terperinci. Ia meliputi tiga peringkat: Peringkat 1 untuk menangani masalah kecil. Setiap syarikat akan'menggunak\"an sumber-sumber sendiri darrbertanggungjawab mengawal dan membersihkan tumpahan kesan kemalangannya sendlri. ttienrddaak]pibkaaatlaktuesmmdpui anahgnaktainnraadn1a2tluahmiinpg1\"gina\"afiakun24nmg[amerne.b1a9Bk9a,n0sta0u0manptoanpi gikM,eaMPtaeeurGin3g0akktaaatnn2, d.PiJmIMikianMttaAumGjikpaaakhOaanSnRmtisdeuandkgahhdaanmptaaertnidbaianbgnektnuaduaunnPdgaerldainemnggkmaanta1skaeautkapeuauypaaapayanabaildnai kawasan tempatia berlaku, peralatan akan dihantar dengan segera daripada tiga kawasan lain' pihakyangaka.,mengeiuaioperasitindakbalasialahiyarikityangmenumpahkanminyak, tetapiPIMMAGakanmenyediakirn peralatan dan kepakarannya dalam pengurusan bencana' peringkat 3 akan melibatkurl p\".-irlturrl bantuan daripada sumber-sumber luar di Singapura dan England' MatlJnat dan objektif PIMMAG disebuatkan dengan jelas dalam kenyataan obiektifinya: . untuk menyokong tindakbalas ahli dan bukan ahli dalam menangani tumpahan minyak o untuk memudahkan perkongsian sumber-sumber tindakbalas tumpahan minyak industri di kalangan ahli-ahli e untuk mengkaji semula rr*b\"r tindakbalas tumpahah minyak dari masa ke masa . untuk membeli, menyewa, menjaga dan mengendalikan sumber-sumber tindakbalas tumpahan minyak . untuk bekeriasama dan menyelara\"skan usaha--usaha PIMMAG dengan tindakan kerajaan yangberkaitan dengan kawalan dan pembersihan tumpahan minYak . untuk memberi latihan dan bantuan kepada ahli-ahli dan pihak lain . untuk mewakili industri petroleum Maiaysia datam hal-hil yang berkaitan dengan tindakbaias tumpahan minyak- . untuk menggalakkan minat dalam semui isu berkaitan tindakbalas tumpahan minyak, serta isu-isu keselamatan, kesihatan dan alam sekitar. John Selliman, seorang kakitangan Shell Malaysia, telah diberi tanggungiawab untuk mentadbir konsortium kawalanbencana ini. bahagian IatihaSnelkliemsaenlammaetnaynerytaaingShleallmsaeb-akgeaiiampeagiawaakiapi emlaetinhamwaurdkaanyapngeltbneirdtumgaatsanmnevnaetaspekcaanrapkroosnetrdaykr.ds1h1elellmteblaahngbuenrjkaayna membina re'putBaseilniayua du., penguluiun Selliman bersama syarikat akan terbukti sangat berharga kepada industri.- sehingga 1990, untuk telahieb-erapa kali dihantar oleh She11 ke Aberdeen untuk tempoh lima bulan dari tahun 1981 mempelajari tentang kemajuan terkini dalam pengurusan bencana tumpahan minyak' Bahagian lakteihceamn akseasneldaamlaamtanoteplearhasiflh]uilltuan kenyitaan pada tahirn 1988. Selliman kemudLn menubuhkan bahagian pengurusan tindakbalas Sheil. tahun lalu, Selliman ielah dipinjamkan kepada PIMMAG' minyak utama mengatasi masaiah tumpahan minyak secara penubuhan PIMMAG ukrn *\"-bo}\"hkan iyarikat-syarikat berkesan dan mengurangkan kerosakan terhadap persekiiaran laut dan pantai. Undang-undang yang lebih ketat berhubung dengan keselamatan kapal-kapal tangkl minyak juga dapat memastikan alam sekitar tidak akan tercemar akibat kemalangan marin' 38 Brnm Snru., Apntt-Juue tsss

MEMULIHARA HIDUPAN LIAR DARI MANUSIA MODEN ebutan hidupan liar secara automatik menggambarkan imej unggas eksotik ber- Pemulihoroon terbangan dan mergastua berkeliaran dalam hutan. siulan burung dan suara haiwan bersahut-sahutan, mendendangkan irama bunyi-bunyian hutan yang mem- hobitot don pemeriksoon yong bawa imaginasi kita jauh ke pendalaman... ke tengah-tengah belantara yang menghijau . Selama beribu-ribu tahun , manusia telah membunuh binatang liar tanpa belas kasihan sentioso odoloh penting bogi clalam kawasan habitat semula jadi mereka, sama ada untuk dimakan atiu untuk tujuan pemulihoroon don penguruson perubatan. Seorang hamba Allah pernah menulis \"sikap tamak dan haloba manusia mengatasi hidupon lior. kefahamannya tentang peranan yang dimainkan oleh binatang liar dalam kehidupan harian kita.\" Keghairahan memburu di tengah keheningan alam semula jadi begitu tidak terkawal .ehinggakanmenjelangtahun 1960-an, Semenanjungtelahkepupusanpelbagaispesis haiwan seperti merak hijau yang biasa dilihat pada zaman itu. Ketiadaan undang-undang yang betul Jan perbuatan melanggar undang-undang yang ada, kebanyakannya kerana telitrltan, tetah nencetuskan usaha pemuliharaan hidupan liar secara drastik. Di Malaysia, pemuliharaan hidupan liar lebih banyak dikaitkan dengan mamalia besar Brnrn Strr,L, Apnt-Jurur rccs 39

I seperti gajah, harimau dan badak sumbu. Sama pentingnya ialah pemuliharaan tumbuh- tumbulian, serangga, binatang-binatang kecil dan spesis lain yang mewujud dan menghubungkan kepelbagaian biologi negara kita' Sehinggi kini, fiuna isli Semenanjung Malaysia merangkurni2l,6 spesis marr:.alia,637 spesis burlilg dan lebih kurang 150,000 speiis vertebrata yang diketahui. Lebih1}% daripada spesis binataig dan tumbuh-tumbuhan di dunia hidup dan melacak_ di hutan-hutan tropika. Hutan troiika Malaysia adalah di antara yang terkaya di dunia, di mana hidupan liar dan ciri-ciri biologltutr,yu adalah aspek paling penting. Sabah dan Sarawak mempunyai habitat yang lebih aJli be.bu.rding denganl\"-pii lain di Malaysia secara keseluruhan, manakala pdiutelamuuiBdoirnteemo p-a\"t*lpairnmdiymiiukbainbituanmgi-inbiin. aDtai nagntadraannyatuimalabhuhM-tounmyebtuhParonboysacnisgdtaidnaKkucbhoilnegh Teluk. Menurut Encik Rashid Samsuddin, pengarah penguatkuasaan jabatan Hidupan Liar dan Taman Negara (Perhilitan) Semenanjung Malaysia, setiap tahun jabatan tersebut menerima hampir 5,0b0 aduan kes melanggar AktaPerlindungan Hidupan Liar 7972 (pindaan 7976) di Semenanjung MalaYsia. Menurut- beliau, eksport hidupan liar dari semenanjung pada tahun 1994 termasuk 192,Z54kt:1rit reptilia; 8,853 ekor burung;4,020 reptilia hidup) 7,297 serangga, kebanyakannya rama-rama trofi dan 20 mamalia (ke zoo luar negeri)' Semenanjung Malaysia dilindungi oleh Akta Perlindungan Hidupan Liar 7972 (pindaan 1976),manatata SaUan dilindungi oleh Ordinan Perlindungan Fauna 1953 dan Sarawak oleh Ordinan Perlindungan Hidupan Liar 1958 (pindaan 1990)' Oleh kerana beberapa spesis binatang telah pupus atau sangat jarang ditemui lagi (atau mungkinsudahdilupakan),binatangdantumbuh-tumbuhandikategorikansebagaiterancam, pranlaiUnat,terdedlhkepadabahaya,tidakbegitudiketahuiatautidakdiketahuisecukupnya. ini dilindungi oleh undang-undang dan tidak boleh d,o.lrflgr'x;:j1?::ffi:pesis-spesis Meskipun unding-undang baru digubal dan kawalan yang ketat dikenakan, penguatkuasaan tetap menjadi t rrr,pran utama kerana binatang-binatang liar ini masih *\"righudupi ancaman atas sebab-sebab yang jelas. Malah, Asia Timur merupakan kawasan p\"r.rbrlrran dan perdagangan hidupan liar yang terbesar di dunia. Sebab utamiialah p\"ndr-rdrk.rya masih mengamalkan tradisi menggunakan anggota- anggota badan binatang seperti tulang harimau (untuk menyembuhkan reumatisme dan sakit-sakit otot dan tulang) sebagai ubat' Sebagai contoh, daraliharimau dipercayaidapat menguatkan \"keazamandan semangat\" ,\"\"\"orur[ manakala tanduk.badak sumbu Sumatra pula dibuat pil untuk menyejukkan dan \"menipiskan\" darah seseorang. Diging eksotik, seperti tapak kaki beruang dan daging pangolin sangat mahal harganya- Begitu i-rgi brrr.rg-burung liar yang dibela untuk pertandingan menyanyi, yang merupakan sasaran untuk Peminat burung. Hakikat bihawa pemburuan binatang liar, sama ada untuk dijual hidup-hidup atau untuk mendapatkan dagingnya, mendatangkan kerugianbesar kepada manusia sejagat dan alam semula jadi tidak diperdulikan langsung. Di samping kehilangin habitat disebabkan pembangunan, pembukaan kawasan baru, pemburuan dan perniagian secara haram, serta pencemaran sumber air minuman mereka, binatang-binatang liar ini terpaksa berpindah dan menyerang manusia, walaupun tanPa sebarang sebab. KecEnderungan manusia terhadap kemewahan seperti hamparan kulit harimau dapat dilihat daripada perniagaan hidupan iiar antarabangsa Malaysia yang di,anggarkanbernilai RM10 juta ietahun. Inijetas menunjukkan bahawa binatang dieksport/diimport di seluruh dunia iecara sesekor atau sesebahagian untuk pelbagai kegunaan, daripada fesyen kepada perubatan, kebanyakannya perubatan tradisional' Komoditi eksport yang berharga dari Malaysia ialah sarang burung layang-layang, 40 Benrm Sxru-, Arnt-Jurr t9e5

kebanyakannya dari Sabah dan Sarawak, yang direbus dalam sup dan diminum sebagai tonik Atos kiri:Seekor r-rntuk menguatkan badan. musong Moloysio. Atos kctnan: Pembangunan infrastruktur dan pembinaan yang pesat untuk membawa negara-negara ke arah perindustrianselalunya dilakukan tanpa diiringi oleh usaha-usaha pemuliharaan Seekor kuro-kuro hidupan liar. cokelot. Bawoh klrl; Bungo Undang-undang awal berkaitan pemuliharaan hidupan liar di Semenanjung Malaysia lili meroh jombu telah digubal pada tahun 1894. Sejak itu, usaha-usaha yang lebih tersusun dan dibiayai bagi tumbuh melocok, melindungi hidupan liar Malaysia telah dijalankan secara serius. Bawoh kanon: Dengan penguatkuasaan Perhilitan dan sokongan organisasi-organisasi seperti Tabung Seekor selodong, Hidupan Liar Sedunia (WWF) dan Persatuan Alam Semula Jadi Malaysia (MNS), beberapa objektif utama telah diselaraskan untuk melindungi semua spesis hidupan liar bagi tujuan :ekreasi, ekonomi, saintifik dan pendidikan kepada masyarakat. Untuk tujuan ini, satu Pelan Hidupan Liar, yang mengawasi kewujudan spesis-spesis :ersebut dalam habitat dan ekosistem, telah dirangka untuk memperakui pemuliharaan .pesis hidupan liar di Malaysia. Sawah padi, ladang kelapa sawit, kawasan perbandaran dan iawasan pendiaman, hutan bakau, kukup, paya air tawar dan lain-Iain jenis hutan telah limasukkan dalam pelan tersebut. Ia meliputi semua spesis mamalia dan burung yang dibahagi kepada dua kategori: spesis l.uruan dan bukan buruan. Spesis buruan biasanya diburu untuk tujuan sukan merebut piala. Spesis bukan buruan merangkumi sebahagian besar hidupan liar, termasuk burung, :rramalia, reptilia, amfibia dan antropoda. Dengan undang-undang baru yang sedang \".likuatkuasakan, spesis yang dahulunya dianggap sebagai spesis buruan kini diwartakan .ebagai spesis bukan buruan. Spesis bukan buruan dan terancaman termasuk badak sumbu Sumatra/dicerorhinus 4lBrnrra SrrLL, ApnrL-Jur.re tccs