PUB Creates Value with

WaterNet
ISSN
 1793-0022
June
 2004
PUB
 Creates
 Value
 with
Price Minus Strategy
www.pub.gov.sg
Challenges
 Ahead:
Captain
 of
 Our
 Ship
 Speaks
Private
 Sector
 to
 Own
 and
Operate
 Largest
 NEWater
Factory

pg2
WaterNet is a quarterly publication of the PUB,
available in print and on the Internet. The name
of the publication is inspired by our core business,
water, and our desire to establish a strong network
with our 3P (Public, Private and People sectors)
partners and customers. We believe that such a
strong network will be instrumental to the success
of our business, much like the network of water
supply, wastewater collection and drainage systems
that remain central to our operations.
As of April 2001, PUB is the statutory board in
charge of the entire water loop, from collection,
treatment and supply of water, to managing the
wastewater collection and treatment systems,
including NEWater, as well as the drainage systems.
Ready and Swift
in a Crisis
PUB’s operations at the Nicoll
Highway incident site
Contents
02 Ready and Swift in a Crisis
PUB’s operations at the Nicoll
Highway incident site
03 Captain of Our Ship
05 Drainage Initiatives
to Reduce Flooding
06 Price-Minus
Towards Value Creation
08 First Desalination Plant
Launched in Singapore
Private Sector to Design, Build,
Own & Operate Largest
NEWater Factory
09 Towards 3P Community
Ownership
The PUB-IES Memorandum
of Understanding
10 ISO 9001, ISO 14001 and
OHSAS 18001
WRPs Have Them All!
11 Sail Away
The collapse of the Nicoll Highway
on 20 April 2004 called for urgent
mobilisation and despatching of PUB
officers to respond and provide
support to Singapore Civil Defence
Force at site. Throughout this
operation, various teams from the
PUB worked collectively, displaying
decisiveness and swiftness to ensure
quick remedy, at the same time
ensuring that the water, drainage and
sewerage systems in the vicinity of the
incident site could continue to function.
The Operations
Upon receiving the SCDF’s call on the
collapse, teams comprising officers
from Water, Drainage and Sewerage
departments, like well trained soldiers,
made their way speedily to the incident
site. The scene that greeted them was
like a “war-zone”.
When our officers saw the leak from
a water pipeline, they knew they had
to quickly turn off the control valve
to stop the leak. But this was an
operation that involved some risk, as
the leaking watermain was located
next to a damaged gas pipeline.
Determination and courage quickly
prevailed, as the team instantly crossed
the leaking gas pipeline and successfully
isolated the leaking watermain in a
mere 15 minutes. Officers also took
proactive action to isolate an 800mm
watermain adjacent to Nicoll Highway
as a precautionary measure. They also
checked and confirmed that there
were no leaks in the other watermains.
Meanwhile, another team worked
steadily on the drains in the vicinity
which were damaged and had resulted
in water flowing into the incident site.
To mitigate this, our officers with the
help of LTA constructed sandbag walls
to block off the drain, which could
cause upstream flooding if unattended
to. Follow-up action was initiated
rapidly to construct a temporary
diversion drain to replace the damaged
drain within 48 hours.
Additional officers were also activated
to open manholes from Beach Road to
North Bridge Road to check that the
sewer lines are still intact and ensure
that our public sewerage system is
functioning smoothly.
The PUB also established communication
links with the management of various
buildings in the affected area to garner
valuable feedback, which proved to be
helpful in making critical decisions. In
addition, the PUB advised the Building
Construction Authority and Golden Mile
Complex managing agent on how to
reduce the loading on the building without
affecting the water demand of customers.
Throughout this operation, the PUB
had displayed swiftness, readiness
and effectiveness in managing a crisis
situation. This was only possible with
the support of a competent and
dedicated workforce.

pg3
Captain of Our Ship
He’s Mr Khoo Teng Chye, Chief Executive (CE) of the PUB. Newly appointed in December 2003, Mr
Khoo sat down with WaterNet to chat about his impressions of PUB, the challenges ahead, and the
joys in his life.
WaterNet
Mr Khoo
Congratulations on your new
appointment as CE of the PUB. Do share
with us how you feel at this point in time.
I feel proud to be part of this team
of dedicated professionals who are
committed to fulfi lling the Board’s
mission and have done Singapore proud
over the years in meeting the diffi cult
challenges of ensuring that we have
adequate supply of water at an affordable
cost. I know how tough the challenge is
because as the head of URA previously,
I know that we pushed the PUB to
really stretch its limit to allow urban
development in our water catchment
areas; as we have limited land as an island
nation. PUB’s continuing challenge is to
try to collect and use and reuse every
drop of water.
CE sharing a moment with his family.
WaterNet
Mr Khoo
What are the key challenges for PUB?
Over the next few years, there will be major shifts in how we
manage water resources and in the role of the PUB. For instance,
NEWater will be produced on a large scale for both non-potable
and indirect potable uses. The Deep Tunnel Sewerage System that
we are developing now will impact the way used water is treated.
Valuable land will be freed for development when we phase out
the existing water reclamation plants. The PUB will also work more
closely with private companies, for example in the production of
NEWater and desalted water. We will take a 3P partnership and
ownership approach in water resource management. A key success
factor is human resource. We are strong in our technical capabilities
and we will always require good engineers and water experts. But
we also need to diversify the Board’s human capital with people with
a different set of skills, such as fi nancial, business, and legal skills, to
enable us to work more effectively with the private sector.
Singapore’s economy is expected to grow at a slower pace now than
before. Public fi nancial resources will therefore be more scarce in the
future. The PUB needs to exercise more effi ciency in the use of its
resources. The challenge is to fi nd ways to balance our performance.
We do well in our ability to supply enough water with the right
quality. But we also need to do so at an affordable and competitive
cost. So we need to carefully manage the capital that we use to
deliver the results. We will use tools like Net Economic Value (NEV)
to measure and manage our performance.

pg4
These are interesting challenges ahead of us, but I am optimistic
about our future because of our people. They are hardworking,
professional and many are completely dedicated to the PUB’s mission.
We have a wonderful mix of people - senior, experienced personnel
and younger, energetic ones. We are also guided by our Chairman,
who personifies the water story of Singapore and has created a
strong and diverse Board with exceptional people who are also
strong leaders in their fields. With the right ingredients, I’m sure we
will meet the challenges ahead confidently.
WaterNet
Mr Khoo
In the face of these challenges, what’s your advice to your staff?
We are the masters of our own destiny. While we may have done
well in the past, we must not rest on our laurels now. The world does
not stop for us. Circumstances change. The public’s expectation of us
keeps increasing, but resources to meet these challenges will diminish.
So the challenge is how do we “Do More with less”. PUB’s strategy
to do more with less is our “Price Minus Strategy”. This will be our
thrust for the next three years.
WaterNet
Mr Khoo
We would like to know more about you outside of work. Tell us, how do
you spend your free time?
My family is the anchor in my life. I like to spend time with my wife
and two daughters, aged 21 and 19. Home is a comfortable cocoon I
can always retreat to after a hard day at work.
I always feel rejuvenated when I talk to my children. We enjoy friendly
debates on various issues. Talking to my eldest daughter, who’s away
in university in the United States, every Sunday evening on the phone
gives me a tremendous uplift in my spirits.
WaterNet
Mr Khoo
As CE, father, and husband, how do you manage the challenges of playing
various roles in life?
The key is to be aware of your own limitations. As CE, I’m like the
captain of a ship, who steers ahead with information and advice from
his crew. On my own, my decisions may not necessarily be the most
appropriate. I seek different perspectives from my colleagues - the
experts - before I make decisions. It’s important to recognise that I
may err in my judgement on occasions and to react swiftly to make
things right.
At home, I’m more relaxed. I regard my wife as the CE at home, so I’ll
take the backseat.
WaterNet
Mr Khoo
WaterNet
Mr Khoo
What do you think is your greatest achievement to date?
Singapore is what and where it is today because of the work of many
people. I feel proud to know that I’ve played a small part in the
nation’s development.
What gives you the most joy in life?
Being with my family gives me the greatest joy. My work in the
PUB gives me great joy and I am game for the challenges ahead. It’s
important to stay passionate about what you do.

pg5
Drainage Initiatives to Reduce Flooding
By Lo Siew Hong, Executive Engineer, Drainage Department
A drainage offi cer gives a fl ood advisory to a shop owner.
March 2004 will go down in
Singapore’s meteorological history
as the wettest March ever. But for
drainage offi cers in the PUB, the
month was memorable not only for
the heavy downpours.
The period stood out as a testing time
for Drainage Department. The rains
that lashed down islandwide put our
drainage system to a serious challenge.
On the days of ‘The Perfect Storm’, 8
and 11 March, fl oods wrecked havoc
in the low-lying areas as the higherthan-normal
tide level coincided
with intense rainfall. Homes, shops
and underground car parks were
inundated.
To prepare the residents
and shopowners in lowlying
areas better, the PUB
will issue fl ood advisories
to some 600 premises
three days before a
forecasted high tide so that
precautions can be taken
in advance should the high
tide coincide with heavy
rain.
Going Forward
The PUB will continue
to improve the drainage system in
Singapore to reduce fl ood-prone
areas where it is cost-effective to do
so. The PUB is now carrying out 23
projects that will further reduce fl oodprone
areas to 100 hectares by the
end of 2007. These include drainage
improvement works to Alexandra
Canal, Joo Chiat Outlet Drain, and the
International Road Outlet Drain.
Alexandra Canal
The $110-million project to improve
the 4km Alexandra Canal will be
implemented in two phases. When
completed, it will reduce the risk of
fl ooding in Jervois Road, Margaret
Drive, Henderson Road, Lower Delta
Road, and Tanglin Road.
Joo Chiat Road Outlet Drain
The improvement to this drain will
alleviate fl ooding in the Changi Road/
Langsat Road area when completed.
Work on the 3km stretch to Changi
Road is in progress, with the outfall at
the sea and the drain to Marine Parade
Road completed earlier.
International Road Outlet Drain
The improvement to this drain will
alleviate fl ooding at Benoi Road,
International Road and Soon Lee Road.
The work on the 3.1km drain along
International Road is expected to be
completed in a year’s time.
Marina Barrage
Another comprehensive drainage
scheme is the Marina Barrage. When
completed, it will alleviate fl ooding in
the low-lying areas in the city, such as
Chinatown, Boat Quay, Jalan Besar,
Rochor, Farrer Park, and Geylang.
Even as we worked tirelessly with the
affected parties to clear out the fl ood
waters during the aftermath, it did
not stop the public from expecting a
well-engineered and compact city like
Singapore to be free from fl oods.
However, it is not realistic to expect
Singapore to be completely fl ood-free
as some areas are low-lying and barely
above the high-tide level. These areas
remain prone to fl ooding until their
grounds are raised when they undergo
redevelopment.
We can also expect intense rainfall
and extreme tides now and then,
although they are assumed to be rare.
The Government has spent $1.5 billion over the past 20 years to improve drains all over
Singapore, greatly reducing fl ood-prone areas from 3200 hectares to 158 hectares today.
One of the successful fl ood alleviation projects was the Bukit Timah/Dunearn Road diversion
canal. Since its completion in the 1990s, fl ooding has not occurred in the Bukit Timah/
Dunearn Road area.

pg6
Price-Minus
– Towards Value Creation
Singapore is rising to the challenge of
remaining competitive in the world by
taking measures to keep rising costs
in check. This applies to both public
and private sectors as the government
expects a tighter fiscal position in the
coming years. This implies a possible
shrinkage of the operating budget
allocated to public agencies.
The PUB will be of no exception.
While continuing to provide “an
adequate supply of water at affordable
cost,” we will have to work doubly
hard to ensure that all programmes
will be financially sustainable in the
long term. Our challenge would be to
stretch and derive maximum returns
from every dollar spent. A balance will
have to be struck between services
provided and cost (see “Our Balancing
Act” on pg 7). In order to maintain a
high level of service at a manageable
cost, we need a new managing
philosophy and organisational mindset
that will inspire our employees across
all levels to be cost-conscious and
adopt a value creation decision-making
process. And this, we call the Price-
Minus philosophy.
The Price-Minus Philosophy
Price-Minus is not just about cutting
costs. More importantly, it is about
adopting a value creation approach
in everything we do. If we merely
concentrate on cutting cost, we will run
the risk of cutting away both fat and
muscle. We want to trim fat and build
muscle instead, hence the concept of
‘Doing More, With Less’. Ways must
be identified to increase our value to
our partners and customers and drive
down costs at the same time. This way,
we will become a leaner and nimbler
organisation, one that is able to adapt
to changes quickly.
Responding to the Minister for the
Environment’s challenge for the PUB
to become the first statutory board to
successfully embrace the Price-Minus
philosophy, Price-Minus Teams (PMTs)
have been formed to look into areas that
cut across the entire operations of PUB;
both internally and externally. These
PMTs will look into strategies outlined
below under ‘Financial Sustainability’
to reorganise and reposition PUB for
future challenges. Some exciting projects
undertaken by PMTs include working out
a new structure for Singapore’s water
industry, creating a performance-based
compensation and reward framework,
and ways to forge stronger partnerships
with private and community partners.
All these are done with ONE aim in
mind - to help PUB achieve long-term
sustainable growth while ensuring an
adequate supply of water at affordable
cost for Singapore.

pg7
Our Balancing Act
Striking a balance between the twin
objectives of ‘Water Sustainability’
and ‘Financial Sustainability’ is
the essence of the Price-Minus
philosophy. Under each objective, we
have developed five strategies, which
will be implemented in stages across
the board over the next few years.
Though ‘Water Sustainability’ will be
our initial focus, we will gradually pay
more attention towards achieving
‘Financial Sustainability’ with the
ultimate goal of reaching equilibrium
and thereby more balanced and
sustainable growth for the PUB and
Singapore.
Our strategies and their key thrusts
Value PEOPLE
- Align our people to the Price-
Minus philosophy
• A value-creation mindset, where
decisions will be guided by a ‘value
for money’ concept and a common
language called NEV
(see Box Story below)
• A ‘reward for work and work for
reward’ policy where our
employees are rewarded for
their outstanding performance and
contributions
• An organisational structural review
to enable staff to have a better line
of sight and staff accountability of
their performance outcomes
Value INNOVATION
- Invest in technology and cultivate
an innovative culture
• A conducive environment for
idea-creation and investment
in modern technology to improve
operational efficiency
Value PARTNERSHIPS
- Work with the private sector to
improve supply efficiency and
export capabilities
• A strong network of partnerships
with the private sector to
improve supply efficiency,
encourage innovation and boost
export capabilities of our local
technologies
Value for MONEY
- Using NEV to drive financial
performance
• A review of cost/capital structures
and strategic assets to effectively
deploy resources
Value the COMMUNITY
- Engage and involve the community
• A higher level of interaction with
the community - from consultation
to participation and ultimately,
ownership of programmes
Speaking “Net Economic Value
(NEV)”, our new language
What is NEV?
Net Economic Value (NEV) is true
economic profit or wealth derived
by subtracting the capital charge
(capital investment multiplied by
capital cost) from the net financial
benefits of investment. This concept
prevents managers from thinking
that cost of capital is free when it
is not.
Why NEV for PUB?
• Improve business decision-making
at every level
• Derive maximum value for our
investments
• Identify the areas where the costs
can be reduced
• Inculcate a mindset of value
creation in employees at all levels

pg8
First Desalination Plant
Launched in Singapore
By Sivaraman Arasu, Senior Manager, Water Department and
Winston Chan Chee Kheong, Executive Engineer, Water Department
A groundbreaking ceremony was held
on 16 January 2004 to mark the start
of the construction of Singapore’s fi rst
large-scale seawater desalination plant
at Tuas. Minister for the Environment,
Mr Lim Swee Say, presided over the
ceremony in the presence of more than
250 guests.
SingSpring Pte Ltd, a wholly-owned
subsidiary of Hyfl ux Ltd, was awarded
the Design-Build-Own-Operate
(DBOO) contract for this desalination
plant. It will supply 30 million gallons of
desalinated water per day for the next
20 years and this is scheduled to start by
the second half of 2005.
Mr Lim Swee Say, Minister for the Environment; Ms Olivia Lum, Group CEO & President, Hyfl ux Ltd;
and Mr Tan Gee Paw, Chairman, the Public Utilities Board, are all smiles as they kick off the launch.
Mr Lim, in his keynote address,
highlighted two challenges for the PUB.
The fi rst is to ensure that Singapore
will always have enough safe and clean
potable drinking water to meet the
needs of our people and industries.
The second is the challenge of keeping
water supply at an affordable cost.
Mr Lim said to ensure that our
expanded water supply system is as
cost-competitive as possible, the PUB
will adopt a “Best-Sourcing” approach.
The PUB will tap on leading-edge
technologies and expertise in the private
sector and nurture the growth of the
water industry. For NEWater, the PUB
will also invite the participation of private
organisations by structuring the plant at
Ulu Pandan as another project under the
DBOO initiative.
Private Sector to Design, Build, Own & Operate
Largest NEWater Factory
By Ong Hian Hai, Assistant Director, Water Reclamation Department
The private sector can now play a
part in ensuring the sustainability of
Singapore’s water supply. The Ulu
Pandan NEWater factory would be
developed by the private sector based
on the Design, Build, Operate, Own
(DBOO) concept, as announced by
Minister Lim Swee Say in January 2004.
This fourth and largest NEWater
factory is the PUB’s second DBOO
project, the fi rst being the 30mgd
desalination project.
Tender for the Ulu Pandan NEWater
Factory DBOO project was called
on 30 April 2004. The factory will
have an initial production capacity
of 116,000m 3 /day (25mgd), with
provision for expansion to 140,000m 3 /
day (30mgd). The PUB will purchase
NEWater from the private sector over
a 20-year term when the factory is
completed in year 2006. This NEWater
will be supplied to both industrial and
commercial sectors in the western and
central regions of Singapore.
Over the last two years, the PUB
has established the sustainability and
cost-effectiveness of NEWater after it
has successfully constructed, managed
and operated the plants at Bedok,
Kranji and Seletar. The next step is
to adopt a “Best Sourcing” approach
to reap potential effi ciency gains and
achieve cost-effectiveness through
open competition. Over time, such a
public-private sector partnership will
help the private sector to develop
niche water-reclamation technologies
through mutual sharing of technological
know-how and experience. These
water-reclamation technologies can
then be exported to other countries.
Interested bidders can refer to the
Government Electronic Business
(GeBIZ) at www.gebiz.gov.sg for more
details. More information on NEWater
can also be found on the PUB’s website
at www.pub.gov.sg

pg9
Towards 3P Community Ownership
The PUB-IES Memorandum of Understanding
By Lee Bee Koon, Executive Engineer, Drainage Department
Signatories and witnesses sign the MOU between the PUB and the IES.
From left: Mr Tan Seng Chuan, Chairman of Environmental Engineering, Health
& Safety Technical Committee; Dr Lock Kai Sang, President, IES; Mr Khoo Teng
Chye, Chief Executive, PUB; and Mr Yap Kheng Guan, Director (Drainage), PUB
For many years, the PUB has relied on
enforcement to control silty discharges
from construction sites. But regulation
alone is not effective; to achieve
environmental sustainability, we have
to take a 3P ownership approach.
3P stands for the public sector, the
private sector and the people. Besides
the PUB, the industry and the general
public also have to take ownership
of the problem and value our
environment and waterways.
An excellent example of this approach
was the joint PUB-IES Erosion and
Sediment Control seminar held on
8 April 2004. The Chief Executive of
the PUB, Mr Khoo Teng Chye, said,
“It is indeed encouraging to see
different players from the engineering
and construction industry come
together to share knowledge,
exchange views and work together
to solve the problem of erosion and
sediment control.”
Held in conjunction with the seminar
was the signing of a memorandum
of understanding (MOU) on the
collaboration of joint activities in
environmental and water engineering
Mr Khoo and Dr Lock ends the signing ceremony with
a warm handshake.
between the PUB and the Institution
of Engineers, Singapore (IES). The
MOU was signed by Mr Khoo and
Dr Lock Kai Sang, President of the
IES. The signing of this MOU is
the culmination of the efforts of
Drainage Department and the IES’s
Environmental Engineering, Health &
Safety (EEHS) Technical Committee in
their joint quest towards self-regulation
in controlling silty discharge from
construction sites.
This MOU is therefore most timely
for the PUB and the IES to work
together to help engineering and
construction industries improve the
level of professional knowledge in
environmental engineering, as well
as to raise the profi le of Singapore
and our environmental engineering
professionals in the international arena
through joint activities.
More activities lined up by the IES
and supported by the PUB are the
formation of an Erosion Control
Group associated with the IES’s
EEHS Technical Committee and a
professional course for the engineers
starting from June this year.

pg10
ISO 9001, ISO 14001 and OHSAS 18001 –
WRPs Have Them All!
By Ooi Kian Eng, Senior Manager, Water Reclamation Department
All of our six Water Reclamation
Plants (WRPs), Bedok, Kranji, Seletar,
Kim Chuan, Jurong and Ulu Pandan
WRPs, achieved the Integrated
Quality, Environmental, Health
and Safety or QEHS Management
Systems in December 2003. This
achievement reflects the WRPs’
commitment to operations, service
quality as well as staff welfare and
preservation of the environment.
The QEHS Management Systems
comprise the ISO 9001:2001,
ISO 14001:1996, and OHSAS 18001:
1999 certifications.
The WRPs first embarked on the
journey to achieve the integrated
QEHS certification in early 2003 with
the formation of different workgroups
to review existing work documents and
procedures. New procedures were
developed to ensure conformance to
the specifications of the respective
management standard. Other than
systems software, hardware was
also provided at every WRP to meet
environmental standards.
To prepare for the implementation
of the new management systems,
the staff at the WRPs were given
QEHS awareness training and regular
updates on its progress. Workgroups
attended specialised training in hazard
identification, environmental impact
assessment, and internal auditing.
This training equipped staff better for
their roles as drivers for the QEHS
initiative and as internal auditors for
the respective plants.
The WRPs’ quest to attain the QEHS
certification was not entirely smooth
sailing. When SARS hit Singapore in
March 2003, the WRPs were told to
implement their business continuity
plans like other organisations. Meetings
and training sessions were cancelled.
When the SARS crisis was finally
over, work on the QEHS certification
resumed immediately, and workgroups
picked up the QEHS training on a more
intensive pace to make up for lost time.
The hard work of the WRPs finally
paid off when they were all certified to
have fully complied with the Integrated
QEHS Management Systems by the
Building Control Authority last year.
This is yet another step the WRPs
have taken to realise the vision of
the PUB to be a living, learning, and
caring organisation.

pg11
Sail Away
By Goh Chong Hoon, Senior Manager, Water Department
The picturesque reservoirs, reservoir
parks and the Central Water
Catchment Nature Reserve are
valuable water resources and also
increasingly, recreational resources
to the leisure-seeking public of landscarce
Singapore. For many years,
non-motorised water sports such as
canoeing, kayaking, rowing as well as
sports fi shing had been introduced
at different reservoirs. Public safety
and pollution control measures are
put in place to ensure the safety of
the participants and that the water
quality is not affected in the reservoirs.
As part of the Board’s initiative to
promote community ownership of our
waterbodies, we are taking a proactive
step to introduce even more waterbased
recreational activities in our
waterbodies.
We are already talking to our partners
and interested parties to open up
more of our reservoirs for waterbased
activities. One of our partners,
Singapore Canoeing Federation, has
expressed delight on this initiative.
Mr Henry Sim, Secretary-General
of Singapore Canoeing Federation,
said, “For the Singapore Canoeing
Federation, we want to inculcate
the right culture in our canoeing
enthusiasts. They not only canoe, but
also act as ambassadors for the PUB
when they enjoy the reservoirs and
take ownership of the environment at
the same time.”
Bedok Reservoir will be next on the
list for the introduction of waterbased
activities. Mr Sim thinks that this
reservoir will be a suitable venue for
local and regional canoeing events as
it offers spectators a good view of the
whole reservoir.
Pandan Reservoir: rowing and
canoeing
Lower Seletar Reservoir: sailing,
canoeing, kayaking and sports fi shing at
designated areas
MacRitchie Reservoir: canoeing and
sports fi shing at designated areas
Upper Seletar, Lower Peirce and
Kranji Reservoirs, and Jurong Lake:
sports fi shing at designated areas
New! Canoeing and mini dragonboating
at Jurong Lake
Coming soon! Activities at Bedok
Reservoir

For a totally
different experience,
explore the NEWater Visitor Centre and witness fi rst-hand how
this new and important source of water for Singaporeans is being
processed using advanced membrane and ultraviolet technologies.
Be edutained by multimedia entertainment presentations and
computer interactives on the interesting facts of water sources in
Singapore and around the world and other water-related issues.
Don’t forget to check out the NEWater Factory with a daily
production capacity of 32,000m 3 and of course, end off this exciting
tour with a taste of NEWater!
For tour bookings, please visit www.pub.gov.sg/newater or contact us at 65467874