Java Integrated Water Grid 2035
One Island
• One System • One Guarantee
Disclaimer:
The document represents a conceptual proposal, a strategic idea designed to
inspire dialogue and innovation around water security in Java. It is not an
official policy but rather an integrated vision for sustainable water
governance by 2035.
Authors: AM Tris Hardyanto
Contents
Java
Integrated Water Grid 2035
Java
Integrated Water Grid 2035
1.1 Identifying
the Problems in Water Resource Management in Java
1. Limited
Access to Safe Water
2. High
Non-Revenue Water (NRW)
3.
Groundwater Overexploitation
4. Rising
Household Costs for AMDK
1.2 The
Current Crisis: Facts, Figures & Lived Impacts
4. Households Spending >3% Income
5. Supply Continuity (≥20 hrs/day)
6. Residual Chlorine Compliance (≥95%)
9. Smart Metering Coverage (%)
10. AMDK Water Sourced from PJT-Jawa (%)
11. Climate Adaptation Protocols Enforced
Performance Tracking and Accountability
2.
System Design: One Island • One System • One Guarantee
A. Bulk
Water Management (Upstream)
B. Retail
Service Delivery (Downstream)
B. PDAMs
(Local Water Utilities)
C.
Regulator (DJKN & Ministry of Public Works)
D. AMDK
Firms (Bottled Water Companies)
2.3 Equity
& Affordability Guardrails
A.
Lifeline Water Access (50 Litres per Person per Day)
B.
Targeting & Social Inclusion
3.
Digital & Operational Backbone
A.
Centralised Procurement Framework
4. AMDK
Integration & Circularity
Top 10
Bottled Water (AMDK) Companies in Java, Indonesia
4. AMDK Integration & Circularity
5. Ten
Radical Moves for the Java Integrated Water Grid 2035
1. Build
the Java Water Digital Twin
3. Mandate
AMDK Bulk Water Integration
4. Deploy
1,500+ Refill Stations by 2030
5. Enforce
a 90% PET Recovery Mandate
6.
Operationalise the Java Water Equity Fund
7. Adopt
KPI-Linked Procurement and PPPs
8.
Establish a Utility Capacity-Building Academy
9. Embed
Climate Readiness Protocols
10.
Establish Transparent Community Engagement and GRM Framework
A. Capital Expenditure (CAPEX)
B. Operational Expenditure (OPEX)
D. Levy Flows (AMDK & PET Recovery)
E. Internal Rate of Return (IRR) & Payback
6.2
Sensitivities & Risk Allocation
6.2 Sensitivities & Risk Allocation
7.
Donor Co-Financing Strategy
7.1
Investment Needs & Use of Proceeds
7. Donor Co-Financing Strategy
7.3
Results by 2035 & Donor Value Proposition
A.
Quantifiable Results by 2035
From Fragmented Systems to a Smart, Circular, and Equitable Water Grid
Phase 1 (2025–2027) — Setup & Pilots
Phase 2 (2028–2031) — Integration & Upgrades
Phase 3
(2032–2035) — Smart Grid at Scale
Phase 3 (2032–2035) — Smart Grid at Scale
9.
Regional Impact Map Concept
Java Integrated Water Grid 2035
One Island • One System • One Guarantee
Home to over 160 million people, Java is Indonesia’s
economic heart and one of the most densely populated regions in the world. Intense
concentration of people and economic activity has placed unprecedented
pressure on water resources.
Despite being a critical driver of Indonesia’s GDP, Java faces escalating
water security challenges:
- 35–45%
non-revenue water (NRW) losses drain financial resources and reduce
supply efficiency.
- Over
400 fragmented PDAMs operate without a unified framework, resulting in
inconsistent service quality and overlapping investments.
- Unsustainable
groundwater extraction by bottled water (AMDK) companies
worsens land subsidence and aquifer depletion.
- Climate-driven
droughts and floods amplify stress on already fragile
infrastructure.
The Java Integrated Water Grid 2035 presents an innovative idea: a
connected system that brings together utilities, digital tools, and people
involved, based on the idea of “One Island, One System, One Guarantee”.
The concept centres around:
- Establishing
PJT-Jawa Holding to coordinate water management across districts.
- Reforming
AMDK sourcing and governance to ensure sustainability.
- Deploying
digital twin technologies for real-time monitoring and
decision-making.
- Mobilising
green financing and adopting equity-driven policies to
guarantee safe, affordable, and sustainable water for 98% of households
by 2035.
While not an official roadmap, the framework aims to spark
collaboration among policymakers, donors, investors, and communities to
make every drop count.
Java, which
accommodates over 160 million residents, stands as the economic nucleus of
Indonesia while simultaneously grappling with significant water security
challenges. The island's population density has intensified the pressure on its
already strained water resources. Factors such as high rates of non-revenue
water (NRW) losses, estimated to be around 35% to 45%, exacerbate the issue.
Such inefficiencies lead to financial losses and diminish the overall
effectiveness of water supply systems. Additionally, the fragmented nature of
regional water supply companies, known as PDAMs, creates an environment where
service quality remains inconsistent due to competition for investments without
a cohesive management strategy (Aldyan, 2023).
Further complicating Java's water crisis is the over-extraction of
groundwater, which contributes to land subsidence and the depletion of
aquifers, thereby jeopardising future water security. Climate-change-induced
droughts and floods exacerbate these vulnerabilities, placing additional stress
on existing infrastructure. These cumulative pressures necessitate immediate
and comprehensive strategies to address both systemic inefficiencies and the
sustainability of water management practices across Java (Aldyan, 2023).
The Java Integrated Water Grid initiative proposes a framework that
harmonises water management across the island in response to these complex
challenges. The initiative emphasises a holistic approach encapsulated in its
motto: “One Island, One System, One Guarantee.” Among its strategic objectives are
the establishment of mechanisms to centralise water resource management, the
reformation of regulatory frameworks governing bottled water extraction, and
the implementation of technologies for enhanced monitoring. These developments
are critical, as they allow for better data-driven decision-making that
enhances the efficiency and sustainability of water management (Taswin et al.,
2023).
Green financing has emerged as an essential tool for facilitating
environmentally sustainable investments, aligning financial initiatives with
environmental goals to promote practices that protect natural resources. A
significant aspect of the strategy is the mobilisation of green bonds and
investment initiatives to fund water infrastructure improvements in Java. The
strategy also involves addressing financial sustainability issues through
innovative funding mechanisms like green sukuk, which serve as a framework for
raising capital for sustainable projects such as water resource management (Gea
et al., 2024; Abubakar & Handayani, 2020). Adequate investment in
infrastructure can create a dual benefit of enhancing economic performance
while also contributing to ecological resilience.
The Java Integrated Water Grid framework capitalises on the potential of
digital transformations to enhance water management efficiency. By deploying innovative
technologies, stakeholders can simulate scenarios in real time, enabling
proactive management of water resources based on demands and climate
variations. Such innovations play a critical role in integrating the various
PDAMs, facilitating communication and coordination among different utilities to
promote a unified approach to water management across Java (Aldyan, 2023).
Moreover, establishing a regulatory framework that emphasises
sustainable sourcing and governance is crucial for bottled water companies.
Ensuring these companies adhere to sustainable extraction practices directly
tackles the root causes of water resource depletion on the island. Such
governance reforms are essential to align corporate practices with the broader
goals of environmental sustainability and to mitigate the adverse effects of
over-extraction on groundwater levels (Budiasa, 2020).
An additional layer of complexity in addressing Java's water challenges
is the demographic pressure stemming from rapid population growth, which has
led to an increased demand for water, straining fragile water supply systems.
Strategic responses must recognise the urgent need for infrastructure
development, which encompasses expanding treatment and distribution facilities
while ensuring that growth is sustainable and resilient to climate impacts
(Aldyan, 2023).
The impact of climate change on Java's hydrology is significant.
Increasingly erratic weather patterns, including more frequent and intense
droughts and floods, pose substantial challenges for water resource management.
Consequently, the Java Integrated Water Grid underscores a climate-adaptive
approach to infrastructure planning, ensuring that systems are resilient to
current climatic conditions and future variability (Aldyan, 2023).
Engagement with community stakeholders is vital for the success of the
Java Integrated Water Grid initiative. Collaboration among policymakers, local
communities, and private investors fosters shared responsibility for
sustainable water management, creating a collective effort that enhances
community engagement and guarantees equitable resource allocation.
Addressing the multifaceted water security challenges in Java
necessitates a comprehensive strategy that integrates technological,
regulatory, and financial reforms. The Java Integrated Water Grid fosters
collaboration across sectors while ensuring the efficient use of resources. The
vision of a sustainable water future for Java hinges on an aligned framework
that capitalises on innovative financing methods, rational governance, and
community involvement—ensuring that every drop counts towards a more sustainable
and resilient system.
1.1
Identifying the Problems in
Water Resource Management in Java
Java's complexities in managing water
resources encompass a range of interlinked challenges that threaten the
sustainability and accessibility of a vital resource. The broad scope of these
challenges demands a comprehensive understanding to identify and address them
effectively. The following sections will delineate these prevalent issues,
rooted in recent empirical evidence and research findings.
Java’s water security challenges are interconnected and
multi-dimensional:
1. Limited Access to Safe Water
- Around
67% of Indonesia’s population lacks reliable access to adequate
drinking water.
- Urban centres
like Jakarta and Bandung face worsening affordability and
accessibility issues, forcing households to rely heavily on bottled water
(Bierkens & Wada, 2019).
Access to safe drinking water remains
critically elusive for a substantial portion of Indonesia's population, with
estimates suggesting that around 65 million people lack access to safe water
sources (Li & Wu, 2023). Urban centres, particularly Jakarta, face
significant challenges related to the affordability and accessibility of safe
water supplies. Many households, unable to rely on municipal services, are
compelled to depend on bottled water, significantly inflating their costs and
increasing their vulnerability to waterborne illnesses due to potentially
hazardous water consumption (Li & Wu, 2023). Reliance on bottled water
further exacerbates urban inequalities, severely impacting low-income families
who struggle to finance an essential commodity (Li & Wu, 2023).
2. High Non-Revenue Water (NRW)
- NRW
levels average 35–45%, translating to IDR 8 trillion (~USD 520M)
in annual losses (Zhang et al., 2020).
- Inefficiency undermines PDAM's financial
stability and hampers infrastructure investment.
Non-revenue water (NRW) constitutes a
significant drain on Java's water management resources, with levels averaging
between 30% and 40% in urban areas (Candrakirana et al., 2024). This results in
substantial financial losses that hinder the operational capacity of water
utilities and limit essential infrastructure investments. The inefficiencies
encapsulated by NRW not only represent a loss of resources but also diminish
public confidence in municipal water systems, creating a cycle of discontent
and further reliance on alternative water supply methods.
3. Groundwater Overexploitation
Groundwater, often viewed as an
indispensable resource for water supply, has seen its levels decline
significantly due to excessive extraction and poor management practices. In
some parts of Java, groundwater levels have plummeted, leading to land subsidence
and significant degradation of water quality. These conditions raise serious
questions about long-term water security and sustainability, and they drive the
need for regulatory oversight and improved groundwater management practices. (Nurcahyono et al., 2022).
Excessive pumping has caused 20–25 m declines in groundwater levels
in Jakarta and other cities, triggering land subsidence and water
quality deterioration (Gorelick & Zheng, 2015).
4. Rising Household Costs for AMDK
- Households
spend an average of IDR 200,000 per month on bottled water due to
insufficient municipal supply (Golovina et al., 2023).
- The
disproportionate burden on low-income families widens the equity gaps.
The economic burden of obtaining clean
water escalates, as households may spend considerable amounts on alternatives
such as bottled water, exacerbating existing inequalities in water access and
affordability. These households often face significant financial strains,
diverting funds from essential needs to cover the costs of bottled water, which
can lead to deeper socioeconomic divides (Li & Wu, 2023).
- Java
faces more frequent droughts and floods due to climate change,
while declining groundwater further reduces resilience (Turley &
Caretta, 2020).
Java's vulnerability to climate change
manifests through increased frequency of extreme weather events, notably
droughts and floods. As climate risks escalate, the interplay with declining
water resources exacerbates Java's resilience against such disruptions (Brown
et al., 2015). The environment catalyses a downward spiral in which diminished
water resources lead to heightened vulnerability, illustrating the urgent need
for integrated climate adaptation strategies within water management
frameworks.
6. The Need for Integrated
Water Resource Management (IWRM)
To address these interconnected issues effectively, an integrated approach to
managing water resources is essential. IWRM facilitates coordination among
stakeholders and promotes governance structures that incorporate community
needs and environmental considerations (Meran et al., 2020). We can tackle the
challenges of limited access, inefficiencies in NRW management, and groundwater
sustainability holistically with appropriate policies and technological
interventions.
7. Enhancing Community Participation
Community involvement in water resource management is critical to resilience
and sustainability (Pratiwi et al., 2019). Engaging local stakeholders fosters
awareness and encourages collective action towards effective water management. A
participatory approach ensures initiatives reflect community needs while
enhancing accountability in water governance (Candrakirana et al., 2024).
8. Policy and Governance Reforms
Robust policy reforms are needed to enhance water governance structures
significantly. The inclusion of community-based frameworks in policymaking and
the consideration of economic models that recognise water as a social good
rather than merely an economic commodity are vital for sustainable outcomes
(Nurcahyono et al., 2022). Water governance must evolve to tackle challenges
such as over-extraction and inequitable distribution of water resources, prioritising
marginalised communities who historically bear the brunt of water mismanagement
(Jiménez et al., 2020).
Addressing Java's water resource management
challenges requires a multifaceted approach that integrates technological
innovation, policy reform, and community engagement. By acknowledging the
interconnectedness of these issues, stakeholders can forge pathways toward
sustainable water management that ensures all members of society have equitable
access to critical resources.
1.2 The Current Crisis: Facts, Figures & Lived Impacts
The combination of rapid urbanisation, inadequate
infrastructure, and climate shocks has triggered a state of water
stress in Java:
- 35
million people remain without reliable piped water.
- Over
400 PDAMs compete without coordinated investment, resulting
in fragmented infrastructure.
- Bottled
water dominates drinking water consumption in urban Java, driving plastic
waste and worsening aquifer depletion.
- Extreme
weather events — both prolonged droughts and flash
floods — have disrupted water services in over 50 districts in the
last five years.
Crisis demands a paradigm shift
in the management, funding, and governance of water because it affects public
health, economic productivity, and social equity.
Java,
Indonesia, is currently facing a pervasive water crisis, driven by rapid
urbanisation, inadequate infrastructure, and increasing climate-related shocks.
These interrelated factors have compounded the stress on water resources,
necessitating urgent attention from all sectors of society: governmental,
communities, and private entities alike. Below, we explore the dimensions of
crisis using empirical data and findings.
1.
Limited Access to Reliable Water Supply
Despite being one of the most densely populated regions of the world, access to
reliable piped water remains a significant barrier for approximately 35 million
people in Java (Zaenuri et al., 2025). Urban areas, especially Jakarta and
Bandung, face acute shortages due to fragmented and unreliable public water
services. Many residents lack access to consistent tap water, often resorting
to alternative sources. Systemic inequities further exacerbate the situation,
as wealthier households access higher-quality water services. At the same time,
low-income residents receive less, which deepens social divides(Batac et al.,
2021).
2.
The Fragmentation of Water Supply Companies
The
existence of numerous district water supply companies (PDAMs) operating
independently complicates the situation. Fragmentation results in competing
entities that lack coordinated planning and investment, generating
inefficiencies and infrastructure duplications (Yamamoto et al., 2021). Without
a cohesive governance framework, investments are often poorly allocated, leading
to disparities in service quality and worsening the overall water supply
crisis.
3.
The Proliferation of Bottled Water
Consumption
The
increasing consumption of bottled water, driven by insufficient municipal
supply, has profound implications for public health and the environment. Most
bottled water comes in single-use plastic containers, leading to substantial
waste production, which exacerbates the environmental consequences. Concerns
arise regarding its contribution to aquifer depletion, which exacerbates
ongoing water scarcity challenges (Garrone et al., 2019). Reliance on bottled
water signifies a failure in public water systems and prompts critical
discussions on health equity and resource governance.
4.
Climate-Induced Extreme Weather Events
Java
features a troubling pattern of climate-induced weather phenomena, including
severe droughts and significant flooding. Recent reports indicate that many
districts have experienced disruptions to water services due to these extreme
weather events. The increasing frequency of such occurrences highlights the
vulnerabilities inherent in Java's water management systems. While flooding can
degrade water quality, prolonged droughts create acute shortages that expose
the inadequacy of existing water resources and exacerbate public health
concerns (Chandratreya, 2024).
5.
Public Health and Economic Implications
The
water crisis has cascading effects on public health and economic productivity. Clean
water access directly shapes overall health outcomes, and diminished
availability increases incidences of waterborne diseases.(Maksum et al., 2023).
The financial burden of securing clean water through bottled means, coupled
with rising municipal service costs, leads to increased household expenditures,
affecting disposable income and economic stability. Furthermore, businesses
reliant on water experience disruptions due to supply inconsistencies, which
can hinder productivity (Bhatkoti et al., 2018).
6.
Social Equity and Community Engagement
The
multifaceted water crisis calls for a paradigm shift in how water is governed,
managed, and funded. Community engagement is fundamental in creating equitable
water systems that can adapt to local needs and conditions. The voices of
communities must be central to the development of policies that directly affect
their access to water (Łabędzki, 2016). Building robust governance frameworks
through inclusive participation ensures that water management strategies focus
on fairness and social equity.
7.
The Imperative for Coordinated Policy
Responses
Addressing
Java's water crisis necessitates a robust and coordinated policy response that
transcends fragmented governance. Policymakers must facilitate an integrated
approach towards managing water resources, emphasising sustainability and resilience.
A multifaceted strategy should encompass investment in infrastructure
improvements, the development of regulatory frameworks for bottled water
companies, and the promotion of alternative sources of potable water through
innovation and technology (Olegário et al., 2022). Sustainable policies driven
by science and community involvement will be instrumental in achieving
long-term water security.
8.
Towards a Sustainable Water Future
A
convergence of rapid urbanisation, inadequate infrastructure, and climate
vulnerabilities drives the current water crisis in Java. The rising demand for
water, compounded by abrupt weather changes, places immense strain on existing
systems and threatens to undermine public health and economic development.
Collaborative and comprehensive approaches involving all stakeholders—government,
communities, and the private sector—are pivotal to reforming water management.
Establishing resilient frameworks for water governance will be essential for
ensuring equitable access and sustainability, critically focusing on the
interconnectedness of societal needs, environmental integrity, and economic
stability (Buh et al., 2021).
To tackle these systemic gaps, the Java Integrated Water Grid
adopts a Theory of Change that links investments, reforms, and
measurable impacts:
|
Step |
Description |
|
Inputs |
-
Infrastructure financing (CAPEX ~IDR 120T / USD 7.7B) |
|
Activities |
-
Targeted NRW reduction programs |
|
Outputs |
- NRW
reduced to <15% by 2035 |
|
Outcomes |
- 98%
household coverage with safe, affordable water |
|
Impact |
-
Enhanced quality of life, reduced health risks, and environmental
sustainability for 160M+ residents of Java |
The Theory of Change for the
Java Integrated Water Grid presents a comprehensive strategy structured to
address the systemic challenges currently affecting water resource management
in Java. By enumerating the steps from inputs to outputs, outcomes, and desired
impact, the framework provides a roadmap that encompasses necessary reforms and
investments essential for transforming water management practices across Java.
The
foundational elements required for implementing the Theory of Change include
substantial financial investments for infrastructure, regulatory reforms,
technological advancements such as digital twin technologies, capacity building
for local water supply companies (PDAMs), and efficient governance of bottled
water companies (AMDK) (Farouk et al., 2021). Specifically, an anticipated
infrastructure financing of approximately IDR 120 trillion (around USD 7.7
billion) is crucial to upgrade existing water systems and expand access to safe
water (Farouk et al., 2021). In addition to financial investments, regulatory
reforms focused on AMDK governance will enhance the sustainability of water
sourcing practices and minimise adverse environmental impacts stemming from
bottled water extraction (Lai et al., 2017).
There are
several key activities to leverage these inputs effectively. Targeted
non-revenue water (NRW) reduction programmes will aim to lower NRW, which
currently ranges from 35% to 45% in Java, by introducing innovative water
management practices (Kanakoudis & Muhammetoğlu, 2013). will include the
integration of bulk sourcing for bottled water and the construction of
strategically placed refill stations to alleviate reliance on PET plastic
bottled water, addressing both access and environmental concerns simultaneously.
Furthermore, deploying digital metering and real-time monitoring technologies
will enable water utilities to make informed decisions and promptly address
inefficiencies in the distribution network, ultimately driving down NRW levels
(Negm et al., 2023).
Through
diligent implementation of the aforementioned activities, the Java Integrated
Water Grid anticipates achieving significant outputs by 2035. The plan includes
commitments to reduce NRW to below 15%, establish over 1,500 refill stations by
2030, achieve a 90% recovery rate for PET plastics used in bottled water by
2031, and install innovative metering systems for 90% of water connections
(Cervancia et al., 2022). These outputs will be critical in establishing a
resilient water supply system that can withstand environmental shifts and meet
urban demands.
These
outputs, once successfully realised, will yield transformative outcomes. A
primary aim is to achieve 98% household coverage with safe and affordable water
services across Java, significantly improving public health and reducing the
risk of waterborne diseases (Farouk et al., 2021). Additionally, the focus on
equitable access through lifeline subsidies will help ensure that low-income
households receive adequate water supplies without facing financial strain.
Moreover, enhancing climate resilience and groundwater sustainability will be
key outcomes, addressing not only immediate needs but also ensuring the
long-term viability of water resources (Vásquez, 2015).
The
cumulative effects of these efforts will result in significant impacts for the
population of Java, enhancing the quality of life for over 160 million
residents. Gao et al. (2019) expect these initiatives to result in reduced
health risks, improved economic productivity, and greater environmental
sustainability. The Java Integrated Water Grid thus represents not merely a
response to existing crises, but an ambitious vision for future water
governance that integrates social equality, ecological stewardship, and
technological modernity.
The Theory
of Change encapsulated in the Java Integrated Water Grid provides a robust
framework for navigating the complicated issues associated with water resource
management in Java. By linking investments, targeted activities, and measurable
outcomes, the approach aims to facilitate systemic reforms that ensure safe,
affordable, and sustainable water service for the island's diverse population.
Achieving these goals necessitates coordinated efforts among all stakeholders,
underscoring the integral role of collaborative governance in delivering
equitable and resilient water solutions.
|
KPI |
2025 |
2031 |
2035 |
|
Access to
safe water (%) |
85% |
94% |
98% |
|
NRW (%) |
38% |
22% |
15% |
|
AMDK bulk
sourcing (%) |
40% |
70% |
85% |
|
Households
spending >3% income |
≤5% |
≤2% |
– |
|
Supply
continuity (≥20 hrs/day) |
60% |
80% |
95% |
|
Residual
chlorine compliance |
≥95% |
≥95% |
≥95% |
|
PET
recovery (%) |
– |
≥90% |
– |
|
Refill
stations installed |
– |
– |
≥1,500 |
|
Smart
metering coverage (%) |
25% |
65% |
90% |
|
AMDK
water sourced from PJT-Jawa |
≥40% |
≥70% |
≥85% |
|
Authorities
enforce climate adaptation protocols. |
– |
70% |
100% |
These KPIs serve as a performance dashboard to guide resource
allocation, track progress, and ensure accountability across
stakeholders.
The Key Performance Indicators
(KPIs) for the Java Integrated Water Grid from 2025 to 2035 provide a framework
for monitoring progress and ensuring accountability in sustainable water
management in Java. Each KPI outlines specific targets that reflect improvements
in water accessibility, operational efficiency, environmental sustainability,
and social equity. The following KPIs are integral to the initiative,
demonstrating a pathway toward a strong water security framework that aligns
with broader goals of enhancing quality of life across the region.
The target
for increasing access to safe water is critical. By 2025, the aim is to ensure
that 70% of the population has reliable access to safe drinking water,
improving to 80% by 2031, and ultimately reaching 90% by 2035. Ensuring
widespread access to potable water has significant public health implications
and promotes economic development (Hope & Rouse, 2013).
Reduction
in NRW is essential for financial sustainability in water supply operations. The
program targets a gradual decrease in NRW, aiming for 25% by 2025, 15% by 2031,
and 10% by 2035. Reduction not only signifies improved efficiency but also
reflects better operational management of water resources, crucial for
conserving water and maximising revenues (Boateng et al., 2018).
Increasing
the percentage of AMDK (bottled drinking water) sourced from bulk procurement
reflects a shift toward more sustainable practices. Targets include 50% bulk
sourcing by 2025, increasing to 70% by 2031 and 85% by 2035. The initiative
aims to reduce unsustainable extraction practices that contribute to aquifer
depletion, promoting a circular economy (Stoler et al., 2021).
4. Households Spending >3%
Income
Reducing
the financial burden on households is essential for promoting economic equity.
By 2025, less than 10% of households should be spending more than 3% of their
income on water, with the figure reduced to 5% by 2031. The ultimate goal is to
eliminate households spending over 3% by 2035, indicating a significant
improvement in water affordability (Schaider et al., 2019).
5. Supply Continuity (≥20
hrs/day)
Ensuring
reliable water service is crucial for household needs and economic activities.
The target for supply continuity is set at 50% of households receiving at least
20 hours of water service per day by 2025, increasing to 70% by 2031, and
achieving 90% by 2035. Improvement will enhance satisfaction with water
services and reduce reliance on alternative water sources (Kim et al., 2019).
6. Residual Chlorine Compliance
(≥95%)
Maintaining
high standards of water quality is vital for public health. Compliance with
residual chlorine levels of at least 95% will be a constant target across all
specified years (2025, 2031, and 2035), ensuring safe drinking water quality
for the population (Subbaraman et al., 2015).
Achieving
high rates of PET (polyethene terephthalate) recovery is central to the goals
of environmental sustainability. Aiming for at least 75% recovery by 2031 will
help mitigate the impact of plastic waste associated with bottled water
consumption (Stoler et al., 2021).
The
establishment of refill stations provides a sustainable and accessible
alternative to bottled water. A target of at least 1,000 refill stations is set
for 2035, facilitating reduced reliance on single-use plastics while enhancing
public access to clean water (Stoler et al., 2021).
9. Smart Metering Coverage (%)
Expanding
smart metering in water supply systems increases efficiency and accountability.
The plan sets coverage to increase from 10% in 2025 to 30% in 2031. eventually
reaching 50% by 2035, supporting effective demand management and operational
transparency (Boateng et al., 2018).
10. AMDK Water Sourced from
PJT-Jawa (%)
The
integration of AMDK's sourcing within a centralised framework is crucial for
resource allocation and management. The goal is to set sourcing from PJT-Jawa
at 60% by 2025, increasing to 80% by 2031, and reaching at least 90% by 2035,
promoting better governance and sustainability (Candrakirana et al., 2024).
11. Climate Adaptation Protocols
Enforced
Adapting to
climate change significantly impacts resilience in water resource management.
By 2031, enforcement of climate adaptation protocols should reach 60%, securing
full compliance by 2035; the measure will bolster community preparedness
against climate disturbances (Hope & Rouse, 2013).
Performance Tracking and
Accountability
These KPIs
will function as a performance dashboard guiding resource allocation, tracking
progress, and ensuring accountability among stakeholders involved in the Java
Integrated Water Grid. The alignment of KPIs with the broader goals of
sustainable development ensures a structured approach towards long-term water
security in Java.
2. System Design: One Island • One System • One Guarantee
Delivering the vision of the Java Integrated Water Grid 2035
requires a fully integrated system design. The framework seeks to unify
water governance, operational roles, and equity-driven service delivery into one
coordinated platform.
The principle “One Island • One System • One Guarantee” reflects
the core objective: equitable water distribution, operational efficiency,
and long-term resource sustainability across all districts and cities in
Java.
(Bulk vs. Retail Roles — Who Does What)
The proposed operating model establishes a clear division of
responsibilities between bulk water management (upstream) and retail
service delivery (downstream). Structure eliminates overlapping mandates,
promotes accountability, and improves service outcomes.
A. Bulk Water Management (Upstream)
Managed by PJT-Jawa Holding as the central coordinating body:
- The
role involves managing strategic water assets, which include dams,
reservoirs, and inter-basin transmission pipelines.
- The
system sets wholesale tariffs for PDAMs, AMDK firms, and industrial
users.
- Operates
the Java Water Digital Twin for real-time monitoring of supply, NRW,
and hydrological risks.
- Coordinates
inter-basin transfers to balance supply between water-stressed
and surplus regions.
B. Retail Service Delivery (Downstream)
Handled by PDAMs and local operators under performance-based
contracts:
- Responsible
for local distribution networks and household connections.
- Implements
targeted non-revenue water (NRW) reduction programs.
- The
system ensures service continuity for at least 20 hours per day.
- Manages
customer services, complaints, and affordable tariff mechanisms for
low-income groups.
The Java Water Digital Twin, a real-time, IoT-enabled platform for
decision-making, connects bulk and retail operators.
- IoT
sensors and smart meters track water flows, NRW, and consumption
patterns.
- A
centralised dashboard monitors KPI performance: access, NRW,
quality, continuity, and climate readiness.
- Adaptive
cross-basin transfers are activated automatically during droughts,
floods, or service disruptions.
Key principle: PJT-Jawa focuses on strategic
oversight, bulk water, and digital integration, while PDAMs deliver customer-facing
services.
(PJT-Jawa • PDAMs • Regulator • AMDK • Java Water Equity Fund)
The institutional architecture is the backbone of integration.
Roles are clearly defined to ensure resource efficiency, financial
sustainability, and service equity.
- Manages
bulk water sourcing and oversees inter-basin coordination.
- He
serves as the technology integrator for the Java Digital Twin.
- The
company serves as the contracting entity for wholesale agreements
with PDAMs, AMDK firms, and industrial clients.
B. PDAMs (Local Water Utilities)
- Retain
control of retail water service delivery.
- Operate
under performance-based contracts with PJT-Jawa.
- Commit
to reducing NRW, expanding service coverage, and improving operational
efficiency.
C. Regulator (DJKN & Ministry of Public Works)
- Defines
tariff methodologies for both wholesale and retail pricing.
- It
establishes minimum service standards, quality benchmarks, and
continuity targets.
- Implements
Extended Producer Responsibility (EPR) for AMDK firms to reduce
plastic waste and support refill systems.
D. AMDK Firms (Bottled Water Companies)
- Transition
from direct groundwater extraction to bulk water sourcing
from PJT-Jawa:
- Year
1: Full baseline disclosure.
- Year
2: Minimum 30% bulk sourcing.
- Year
4: Minimum 50% bulk sourcing.
- Year
6: Minimum 70% bulk sourcing in stressed basins.
- Finance
the refill station infrastructure to reduce plastic dependency.
- Participate
in deposit-return schemes and achieve ≥90% PET recovery by 2031.
- A
dedicated, independently audited escrow fund to finance inclusive
services:
- Lifeline
subsidies for low-income
households.
- New
household connections for marginalised communities.
- There
should be investments in climate adaptation, refill stations, and
gender-inclusive outreach.
2.3 Equity & Affordability Guardrails
(Lifeline 50 L/Day • Targeting • Cross-Subsidy)
Ensuring universal, affordable access lies at the heart of the Java
Integrated Water Grid 2035. The system embeds equity safeguards to
protect vulnerable households while maintaining financial sustainability.
A. Lifeline Water Access (50 Litres per Person per Day)
- Guarantees
basic human needs through a minimum allocation of 50 litres per
person per day.
- Fully
subsidised for low-income households through the Java Water
Equity Fund.
B. Targeting & Social Inclusion
- Beneficiaries
are identified based on income levels, demographics, and social
vulnerability.
- Inclusion
metrics ensure equal access for:
- Rural
and peri-urban households.
- Female-headed
households.
- The
population includes both the elderly population and persons with
disabilities.
- Progressive
tariff structure ensures fairness:
- Higher-consumption
households and industrial users pay higher tariffs.
- Revenue
from these segments funds lifeline subsidies for vulnerable
groups.
- Tariff
adjustments are published transparently in PJT-Jawa’s annual performance
reports.
- The
team disaggregates all KPIs by gender, income level, and geographic coverage.
- The
program design ensures community engagement for inclusive service
delivery.
The vision of the Java
Integrated Water Grid 2035 encapsulates a transformative framework designed to
harmonise water governance, enhance operational efficacy, and promote equitable
service delivery across Java's diverse regions. The operational mantra
"One Island • One System • One Guarantee" succinctly summarises the
overarching objective of ensuring that all inhabitants have equitable access to
water resources while fostering sustainability and long-term resource
management. Implementing vision necessitates the integration of both
institutional frameworks and technological platforms capable of supporting
real-time decision-making and addressing local needs.
Operating
Model: Understanding Bulk and Retail Functions
The
proposed operating model separates bulk water management from retail service
delivery by bifurcating responsibilities. At the helm of bulk water management
stands PJT-Jawa Holding, which plays a pivotal role in managing strategic water
assets—including dams and reservoirs—while also regulating operational
efficiency through the establishment of wholesale tariffs for various users
(Fransiska, 2022). The implementation of the Java Water Digital Twin
exemplifies PJT-Jawa's commitment to leveraging advanced technologies for
real-time monitoring of water supply dynamics, facilitating adaptive resource
distribution during climate extremes such as droughts or floods (Husni et al.,
2022).
The
downstream retail service delivery is orchestrated primarily by PDAMs, local
water utilities that operate under performance-based contracts with PJT-Jawa. Arrangement
empowers these utilities to manage local distribution networks, ensure service
continuity, and implement non-revenue water (NRW) reduction strategies, thereby
fostering an environment of accountability and service accessibility
(Fransiska, 2022). The cooperative interactions between PJT-Jawa and PDAMs are
further refined through performance assessments that align resource
distribution with regional demands, ultimately leading to improved service
outcomes for end-users (Daniel et al., 2021).
Digital
Integration: The Central Nervous System of Water Management
In
navigating the complexities of water distribution, the Java Water Digital Twin
is pivotal, embodying a digital infrastructure that incorporates IoT sensors
and smart meters to oversee operational metrics such as access, quality, and
service continuity (Husni et al., 2022).
platform not only enhances transparency but also optimises water
management strategies by enabling real-time adjustments based on climatic
conditions, thereby facilitating effective cross-basin transfers during urgent
scenarios (Jiménez et al., 2020). The success of digital integration hinges on
collaborative governance, which requires constant engagement between various
stakeholders, including governmental regulators and local communities, to
achieve sustainable outcomes and uphold citizens’ rights to water and
sanitation services (Carrard et al., 2020).
Institutional
Pathway: Defining Clear Actor Roles
The
institutional architecture of the Java Integrated Water Grid encompasses
clearly delineated roles among diverse entities such as PJT-Jawa, PDAMs,
regulatory bodies, and the Java Water Equity Fund. Delineation fosters a
cohesive approach towards resource management and service equity, with each
entity operating within defined parameters that optimise accountability and
efficiency. PJT-Jawa's role extends to resource allocation and ensuring
compliance with governance standards, facilitating strategic oversight in water
sourcing and distribution policies (Fransiska, 2022).
Moreover,
regulatory bodies play a critical role in establishing tariff frameworks and
service quality benchmarks, thereby shaping the operational landscape for bulk
and retail water providers (Fransiska, 2022). PDAMs are mandated to meet
service delivery expectations while actively working to reduce NRW and expand
coverage to underprivileged sectors, effectively connecting policy with
on-ground realities (Fransiska, 2022). The transition of AMDK firms from
private groundwater extraction to bulk water sourcing is a significant stride
in resource sustainability, aligning commercial practices with environmental
stewardship (Fransiska, 2022).
Equity and
Affordability: Safeguarding Vulnerable Households
Central to
the ethos of the Java Integrated Water Grid is the commitment to ensuring
universal access to clean water, particularly for marginalised and low-income
households. The provision of a minimum allocation of 50 litres per person per
day underscores the system's dedication to fulfilling basic human needs
relating to water accessibility (Salam, 2023). The strategic deployment of the
Java Water Equity Fund is instrumental in delivering subsidies and facilitating
new household connections within underserved communities, thereby reinforcing
equity and promoting social inclusion (Lewis, 2015).
Targeting
mechanisms grounded in sociological insights collect data on income,
demographics, and social vulnerability to ensure equitable and inclusive
service delivery. The program gives particular attention to demographics such
as female-headed households and individuals with disabilities, recognising the
imperative to dismantle systemic barriers to access. (Suetrong &
Wongprathum, 2022). The cross-subsidy approach, where higher consumption
tariffs for affluent households fund subsidies for vulnerable groups, offers a
pragmatic solution to maintaining financial sustainability while safeguarding
equity within the service delivery framework (Carrard et al., 2020).
Future
Directions: Commitment to Continuous Improvement
As the Java
Integrated Water Grid evolves towards its vision for 2035, continuous
assessment and adaptation will be essential to address the multifaceted
challenges facing water delivery systems amid changing climatic and
socio-economic circumstances. Necessitates the ongoing refinement of
institutional roles and the incorporation of technological advancements that
facilitate operational efficiencies and enhance community engagement (Batac et
al., 2021). Efforts towards decentralisation must be reinforced with adequate
funding and robust policy frameworks, ensuring that local government bodies can
effectively manage their water service responsibilities and uphold public
service standards (Roudo et al., 2018).
Furthermore,
investment in capacity-building and infrastructure development will remain
paramount to achieving desired service levels and responding flexibly to
emerging demands. A holistic approach
must integrate community feedback mechanisms, ensuring that policies are
responsive to the lived realities of citizens while fostering a culture of
inclusivity and shared responsibility in water management (Otieno et al.,
2023). Ultimately, the journey towards realigning Indonesia’s water service
delivery highlights a commitment to sustainability and equity in access to
clean water for all Indonesians.
The Java Integrated Water Grid 2035 transforms vision into
action. PJT-Jawa manages bulk water, drives digital integration, and sets
transparent wholesale frameworks. PDAMs deliver local services under measurable
contracts, while regulators enforce standards of quality, continuity, and
affordability. AMDK firms are shifting to bulk sourcing, financing refill
stations, and reducing plastic waste. The Java Water Equity Fund safeguards
every household’s right to water. Together, these actors embody the principle
of One Island, One System, One Guarantee.
By aligning efficiency, equity, and resilience, the system secures a
sustainable water future where over 160 million residents thrive with dignity
and confidence.
3. Digital & Operational Backbone
Building an Integrated, Data-Driven Water Governance System for Java
Digital systems support the Java Integrated Water Grid 2035 that
connects different utilities, improves their operational efficiency, and allows
for quick decision-making. At the heart of transformation lies the Java
Water Digital Twin, a comprehensive, IoT-enabled data ecosystem that
drives smarter investments, optimises resource allocation, and embeds accountability
across all stakeholders.
(Scope • Data • Governance • Cybersecurity)
The Java Water Digital Twin is the central nervous system of the
Integrated Water Grid — a real-time, data-driven simulation platform
combining hydrological modelling, operational analytics, and predictive
insights.
- End-to-End
Water System Modelling: Covers sources → treatment →
transmission → distribution → consumption across all districts.
- Multi-Basin
Integration: Monitors flows, storage, and transfers
between water-stressed and surplus regions.
- Climate
Scenario Analysis: Embeds predictive models for droughts,
floods, and demand surges.
- Plastic
& PET Waste Tracking: Links refill stations, PET recovery
rates, and AMDK compliance monitoring.
- IoT
& Smart Metering: 90% smart-meter coverage by 2035
enables real-time consumption tracking.
- Satellite
& Remote Sensing: Monitors groundwater depletion, basin
stress, and land subsidence.
- Quality
Monitoring: Integrates residual chlorine
sensors, E. coli detection, and pressure sensors for rapid quality
response.
- Open
Data Standards: Ensures interoperability between
PJT-Jawa, PDAMs, AMDK firms, and regulators.
- Ownership:
PJT-Jawa manages platform operations but shares dashboards openly
with all stakeholders.
- Regulatory
Oversight: The Ministry of Public Works & DJKN
define data-sharing protocols, KPIs, and reporting compliance.
- Institutional
Accountability: PDAM performance contracts link NRW
targets, continuity, and quality metrics directly to digital reporting.
- ISO-aligned
security protocols ensure resilience against cyber threats.
- Data
anonymisation protects household-level consumption
profiles.
- Vendor-neutral
APIs prevent monopolistic lock-in and allow scalable third-party
integrations.
Key Insight: The Digital Twin transforms fragmented, reactive management
into a predictive, adaptive, and transparent system—essential for managing
Java’s 160M+ residents and 35–45% NRW baseline.
The Java
Integrated Water Grid 2035 introduces a digital-first operational backbone that
acts as a unifying force for water governance in Java. We designed the backbone
to streamline fragmented utilities, enhance operational efficiency, and ensure
seamless real-time decision-making. A pivotal component of initiative is the
Java Water Digital Twin, an IoT-enabled data ecosystem that transforms
traditional water management practices into more efficient, data-driven
systems.
3.1 Java Water Digital Twin
The Java
Water Digital Twin serves as the central nervous system of the Integrated Water
Grid, comprising real-time data-driven simulations that incorporate various
elements critical to effective water management.
A. Scope
The scope
of the Java Water Digital Twin encompasses a comprehensive modelling of the
water system, from sources to consumption, across all districts in Java. Includes:
- End-to-End Water System
Modelling: It covers every stage
of the water supply chain, including sourcing, treatment, transmission,
distribution, and final consumption. Such holistic modelling enables the
monitoring of efficiency throughout the entire process, identifying
weaknesses that lead to water losses and inefficiencies (Gade, 2021).
- Multi-Basin Integration: The Digital Twin will facilitate the integration of multiple
river basins, allowing for the management of water flows, storage
discrepancies, and transfers between water-stressed and surplus regions. Systemic
view aids in better resource allocation tailored to regional water needs
(Al-Naemi & Shahrour, 2019).
- Climate Scenario
Analysis: Predictive models embedded within the
Digital Twin will analyse potential climate scenarios such as droughts,
floods, and increased water demand. By modelling these various scenarios,
stakeholders can develop proactive strategies to mitigate impacts on water
supply and quality, enhancing resilience in the face of climate change. The
concept of predictive modelling is well-supported by ongoing research in
water management and climate adaptability (Luo et al., 2019).
- Plastic & PET Waste
Tracking: By linking refill stations and
monitoring PET recovery rates, the Digital Twin will also aid in assessing
compliance and efficiency regarding bottled water management. High bottled
water consumption in urban areas exacerbates plastic waste, making it
crucial to reduce it (Zhou et al., 2021).
B. Data Architecture
Effective
operation of the Digital Twin hinges on a robust data architecture
incorporating various technologies:
- Satellite & Remote
Sensing: Integrating satellite technology will
facilitate the monitoring of groundwater depletion, basin stress, and land
subsidence, offering an in-depth look at the regional water landscape (Li
et al., 2016). Data collected can be invaluable for planning sustainable
water supply strategies.
- Quality Monitoring: The system will incorporate advanced sensors for residual
chlorine levels, E. coli detection, and pressure metrics, ensuring that
water quality is constantly monitored and maintained across all supply
points. These measures allow for rapid responses to any deviations from
quality standards, thereby safeguarding public health (Zhou et al., 2021).
- Open Data Standards: To ensure interoperability among joint organisations like
PJT-Jawa, PDAMs, AMDK firms, and regulatory bodies, the adoption of open
data standards will be critical. Promotes efficiency and collaboration by
enabling seamless communication across various platforms (Sheng et al.,
2020).
C. Governance
Governance
of the Java Water Digital Twin is structured to ensure transparency and
accountability:
- Ownership: While PJT-Jawa will manage the platform operations, a commitment
to openness will allow all stakeholders to access dashboards, thereby
fostering communal responsibility in water management (Pasika &
Gandla, 2020).
- Regulatory Oversight: The Ministry of Public Works and other regulatory bodies will
outline data-sharing protocols, KPIs, and compliance reporting mechanisms.
The regulatory framework is vital for ensuring that all water entities
adhere to established standards and practices (Pasika & Gandla, 2020).
- Institutional
Accountability: Performance contracts
for PDAMs will tie their operational metrics, such as NRW reduction and
water supply continuity, directly to their digital reporting mechanisms. Accountability
ensures that utilities are held responsible for their performance (Sheng
et al., 2020).
D. Cybersecurity & Privacy
In the
digital age, protecting sensitive data is paramount. Thus, the Digital Twin
integrates robust cybersecurity measures:
- ISO-aligned Security
Protocols: Following
internationally recognised security standards will ensure that the
platform is resilient against potential cyber threats, protecting not only
data integrity but also user privacy (Bonthuys et al., 2020).
- Data Anonymisation: By anonymising household-level consumption data, the system will
protect individual privacy while still allowing for the aggregation of
valuable consumption metrics necessary for decision-making (Bonthuys et
al., 2020).
- Vendor-neutral APIs: To avoid monopolistic practices and enable scalability, the
platform will employ vendor-neutral APIs, allowing for extensive
third-party integrations without compromising system integrity (Yasin et
al., 2021).
The Java
Water Digital Twin will revolutionise traditional water management by
transforming it from a fragmented, reactive approach to a data-driven,
predictive, and adaptive system. It is essential as Java navigates complex
challenges pertaining to its water resources, given the region's significant
population of over 160 million and high rates of non-revenue water. By
leveraging innovative digital technologies, the Java Integrated Water Grid
delivers sustainable water management for people and the environment
(≤20% in 5 Years → ≤15% by 2035)
With non-revenue water (NRW) levels averaging 35–45%,
reducing losses is the single most critical lever for ensuring water
security and financial sustainability. The NRW War Program combines technological,
operational, and institutional measures to achieve aggressive reduction
targets.
|
Year |
NRW Target |
Key Milestones |
|
2025 |
≤38% |
Launch
NRW War Program & DMA pilots |
|
2027 |
≤28% |
Deploy
smart metering in 25% connections; optimise billing recovery |
|
2030 |
≤20% |
Expand DMA-based
pressure management across 70% service areas |
|
2035 |
≤15% |
Achieve
full integration of IoT-enabled leak detection |
- District
Metered Areas (DMAs): Establish 100 DMA pilots in
high-loss zones; expand to 500+ DMAs by 2030.
- Smart
Metering:
- 25%
by 2025,
- 65%
by 2031,
- The
percentage will reach 90% by 2035.
- Pressure
Management: Automate valve control to reduce
leakage and minimise pipe bursts.
- Active
Leakage Control: Combine acoustic sensors with
predictive analytics to target hotspots.
- Data-Driven
NRW Analytics: Use Digital Twin dashboards to
benchmark PDAM performance and enforce results-based contracts.
- Performance-Based
Contracts: Authorities reward PDAMs for exceeding
NRW targets and penalise them for underperformance.
- Capacity-Building
Academy: Establish a Utility Academy for PDAM engineers, enabling
rapid skill upgrades.
- Public
Engagement: Community-based reporting channels
integrate into Digital Twin dashboards to detect leaks early.
Financial Impact: Achieving ≤15% NRW by 2035 will unlock
~IDR 8 trillion (~USD 520M) in annual savings, funding equity subsidies
and digital modernisation.
The Non-Revenue Water (NRW) War Program is an initiative aimed at
reducing water losses within Java's water distribution network. Reports
indicate that current NRW levels range from 35% to 45%, making the program
critical for enhancing water security and ensuring the financial sustainability
of water utilities. Achieving a target of ≤20% NRW in five years and ≤15% by
2035 is essential for operational efficiency and broader goals of economic
stability and public health in the region (Sharma et al., 2018).
A. Strategic Targets
The NRW War
Program outlines a series of strategic targets to achieve the reduction of NRW:
- 2025 – ≤38% NRW: Phase
One of the initiative begins with the launch of the NRW War Program and
pilot projects for District Metered Areas (DMAs). The foundational step lays the groundwork for data collection and
operational strategies to identify and address high-loss zones (Beal &
Flynn, 2015).
- 2027 – ≤28% NRW: By 2027, the program aims to deploy innovative metering
technologies in a significant percentage of water connections, optimising
billing recovery processes. The integration of smart metering is expected
to provide real-time usage data, allowing water utilities to address
inefficiencies promptly (Salomons et al., 2020).
- 2030–≤20% NRW: Planners have slated the expansion of DMA-based pressure
management systems to cover a considerable portion of service areas. Transition
facilitates better control of water pressure, significantly reducing
leakages and pipe bursts, thereby minimising wasted water through leaks
(Lai et al., 2017).
- 2035–≤15% NRW: Full integration of IoT-enabled leak detection systems should be
achieved by 2035, enhancing the capabilities of water utilities to
proactively detect and respond to leaks throughout the water distribution
network (Dimaano, 2015).
B. Tactical Components
To
implement strategic targets successfully, the NRW War Program's tactical
components will include:
- Pressure Management: Implementing automated pressure management systems will help
control water delivery and mitigate losses from leaks. By optimising
pressure across the network, utilities can reduce the risk of pipe
ruptures, minimising lost water (Sharma et al., 2018).
- Active Leakage Control: By utilising advanced acoustic sensors paired with predictive
analytics, utilities can focus resources on specific hotspots where leaks
are most likely to occur. A proactive approach is essential for managing
NRW effectively (Cominola et al., 2019).
- Data-Driven NRW
Analytics: Utilising digital
dashboards will facilitate benchmarking of PDAM (Perusahaan Daerah Air
Minum) performance while enforcing results-based contracts. A data-driven
approach holds utilities accountable and ensures that they meet NRW
targets (Madias et al., 2022).
C. Institutional Levers
Effective
implementation will necessitate several institutional strategies:
- Performance-Based
Contracts: Contracts will
incentivise PDAMs by rewarding them for exceeding NRW reduction targets
and penalising them for failing to meet those standards. The
accountability framework motivates utilities to improve performance
(Clifford et al., 2018).
- Capacity Building
Academy: Establishing a Utility Academy will
enhance the skills of PDAM engineers, facilitating rapid improvements in
operational competency and empowering utility personnel to adopt best
practices in water management (Li & Chong, 2019).
- Public Engagement: Establishing community-based reporting channels integrated with
digital dashboards will enable early leak detection and promote public
participation in water management. A collaborative approach is critical
for increasing awareness and responsiveness to water losses (Sharma &
Saini, 2015).
Financial Impact
Achieving a
non-revenue water level of ≤15% by 2035 is projected to unlock substantial
annual savings, potentially allowing reinvestment into funding equity subsidies
and enhancing digital modernisation within the water sector. The implementation
of the NRW War Program promises fiscal benefits and contributes to broader
social and environmental well-being (Nguyễn et al., 2022).
The NRW War
Program is essential for revitalising the water management landscape in Java.
By focusing on strategic targets, tactical execution, and institutional
reforms, the initiative aims to create a sustainable, efficient water
distribution network capable of meeting the needs of its growing population
while safeguarding environmental resources. The proactive measures outlined
will facilitate a significant reduction in water losses, catalysing
improvements in public health, economic stability, and community engagement
throughout the region.
(Single Procurement • KPI-Linked Contracts)
The Integrated Water Grid relies on efficient procurement mechanisms
and results-driven public-private partnerships (PPPs) to deliver
infrastructure upgrades and digital solutions at scale.
A. Centralised Procurement Framework
- Unified
Pipeline: PJT-Jawa consolidates procurement for pipelines, treatment
plants, smart meters, refill stations, and IoT sensors into a single
platform.
- Bulk
Purchasing Power: Standardisation drives 20–30% cost
savings through economies of scale.
- Vendor
Prequalification: Only certified suppliers meeting technical,
sustainability, and cybersecurity standards can bid.
- Risk
Allocation Matrix: Clearly defines who bears which
risks:
- Leakage
Risk → PDAMs & NRW contractors.
- Demand
Risk → Shared between PJT-Jawa and PDAMs.
- Energy
& FX Risks → Indexed pricing
mechanisms.
- Equity-Linked
PPPs: Private partners co-finance refill stations and smart
metering while securing returns through performance-linked
contracts.
- Authorities
tie all procurement and PPP agreements to specific KPIs:
- We
have set NRW reduction milestones.
- PET
recovery targets for AMDK firms.
- Smart
metering coverage thresholds.
- Supply
continuity and water quality compliance.
- Results-Based
Financing (RBF): Payments are released only upon verified
achievement of measurable outcomes, ensuring accountability and cost
efficiency.
As part of
the Java Integrated Water Grid initiative, the success of infrastructure
upgrades and digital solutions depends significantly on efficient procurement
mechanisms and results-driven public-private partnerships (PPPs). Section
outlines the strategic approach taken in regard, emphasising centralised
procurement, structured PPPs, and performance-linked contracting.
A. Centralised Procurement Framework
The
establishment of a centralised procurement framework is instrumental in
streamlining processes associated with water infrastructure projects. The approach
includes several crucial components:
- Unified Pipeline: The PJT-Jawa will consolidate procurement efforts for various
essential components, including pipelines, treatment plants, smart meters,
refill stations, and IoT sensors, into a single unified platform. Integration facilitates better
oversight, consistency in quality, and the leveraging of collective
procurement strategies (Jariol, 2024).
- Bulk Purchasing Power: By standardising requirements and consolidating orders, a bulk
purchasing strategy aims to achieve cost savings ranging from 20% to 30%.
Such economies of scale are vital for maximising value when investing in
water infrastructure upgrades and management systems, thus enabling more
resources to be allocated to critical areas like maintenance and expansion
(Akkermans et al., 2019).
- Vendor Prequalification: To uphold standards and ensure quality, only certified suppliers
meeting stringent technical, sustainability, and cybersecurity criteria
will be allowed to participate in the procurement process. The pre-qualification
step is critical for preventing supply chain disruptions and ensuring the
integrity of water management systems (Selviaridis & Spring, 2018).
B. PPP Structuring
The
Integrated Water Grid framework structures public-private partnerships to
manage risks effectively and optimise resource distribution:
- Risk Allocation Matrix: The initiative incorporates a clearly defined risk allocation
matrix, delineating responsibilities among stakeholders:
- Leakage
Risk: Authorities predominantly assign
responsibilities to PDAMs and NRW contractors, ensuring that they receive
incentives to implement effective loss-reduction strategies.
- Demand
Risk: Shared between PJT-Jawa and PDAMs,
creating a collaborative framework for managing fluctuations in water
demand in urban areas.
- Energy
& FX Risks:
Addressed through indexed pricing mechanisms, allowing for flexibility in
pricing agreements that reflect changes in energy costs and foreign
exchange rates impacting project costs (Alqahtani et al., 2024).
- Equity-Linked PPPs: Private partners will co-finance the development and installation
of refill stations and innovative metering solutions, securing returns
through performance-linked contracts. Alignment of interests ensures that
private entities are motivated to uphold service quality and achieve
performance targets (Lai et al., 2017).
C. KPI-Linked Contracting
KPI-linked
contracting provides a framework that ensures accountability and performance
measurement in procurement and partnership agreements. Key aspects of the model
include:
- Tying Agreements to
Specific KPIs: Authorities will
directly correlate all procurement contracts and PPP agreements to
specific, measurable key performance indicators (KPIs). These will include
metrics for NRW reduction milestones, smart metering coverage thresholds,
and requirements for supply continuity and water quality compliance
(Farouk et al., 2021).
- Results-Based Financing
(RBF): Payment structures follow results-based
financing principles, releasing financial disbursements only after
verifying the achievement of the agreed-upon KPIs. Model promotes
accountability, incentivises high performance, and ensures that stakeholders
use funds effectively to achieve desired outcomes within the water sector
(Abeysiriwardana & Jayasinghe-Mudalige, 2021).
By
implementing a centralised procurement framework, well-structured PPPs, and
KPI-linked contracts, the Java Integrated Water Grid envisions a sustainable
and efficient approach to managing the water resources of Java. These steps
will facilitate enhanced collaboration between public and private sectors,
allowing for advanced technological integration and improved service delivery. As
a result, these strategies will not only reduce non-revenue water and improve
service quality but also ensure financial sustainability across the board.
The Digital & Operational Backbone is more than infrastructure; it
is the living pulse of Java’s future. With the Java Water Digital Twin,
decisions become faster, wiser, and resilient against climate shocks. The NRW
War Program aggressively cuts losses, unlocking USD 520M/year for reinvestment,
while centralised procurement and PPP frameworks embed trust, innovation, and
accountability. Together, these elements do not merely support a system; they
redefine it. By 2035, the Java Integrated Water Grid will stand as proof that
when technology, governance, and purpose unite, over 160 million lives can
flourish with dignity, security, and lasting prosperity.
4. AMDK Integration & Circularity
Reforming Bottled Water Governance for Sustainability and Equity
The bottled water (AMDK) industry in Java is a major driver of groundwater
depletion, plastic waste generation, and inequities in water
access. Under the Java Integrated Water Grid 2035, the AMDK sector
will undergo a structural transformation — shifting from unregulated
extraction towards bulk water sourcing, refill station models, and circular
economy practices.
These reforms aim to protect groundwater resources, reduce
plastic waste, and guarantee equitable access to safe drinking water
— while maintaining the economic viability of the sector.
Top 10 Bottled Water (AMDK) Companies in Java, Indonesia
Most major bottled water companies in
Indonesia, particularly those operating in Java (the economic heartland
contributing over 60% of the national market), are subsidiaries or affiliates
of multinational or local conglomerates. Java hosts key production facilities,
such as Aqua's Lido plant in West Java, due to its dense population and
groundwater sources. Ranking the "top 10" is challenging, as exact
data on assets and water consumption is not always publicly disclosed for
subsidiaries. They ranked them primarily by estimated market share and
production volume (as a proxy for size and water use), based on recent industry
reports and consumption surveys from 2023–2025. Market leaders like Aqua hold
~40–50% share, implying higher assets and consumption.
Water consumption is particularly opaque, as
companies report production volumes indirectly, and groundwater extraction data
is regulated but often aggregated at the industry level (e.g., AMDK sector
extracts millions of cubic meters annually in Java, contributing to
subsidence). Analysts derive estimates from the market share of total industry
volume where available (~25–26 billion litres annually in 2025). Assets refer
to the total assets of a company or division, where specified; many are parts
of larger firms (e.g., Danone, Coca-Cola).
|
Rank |
Company (Brand) |
Key Operations in Java |
Estimated Assets (2024–2025) |
Estimated Annual Water
Consumption/Production Volume |
|
1 |
PT Aqua
Golden Mississippi Tbk (Aqua, owned by Danone) |
Major
factories in West Java (e.g., Lido springs, sources 3 of 5 local springs at
depths up to 50m) dominate urban Java supply. |
Total
assets ~IDR 15–20 trillion (parent-level estimate; grew 11% YoY); revenue
~IDR 20+ trillion. |
~10–12
billion litres (40–50% market share); draws from protected springs, but
contributes to local aquifer stress. |
|
2 |
PT Mayora
Indah Tbk (Le Minerale) |
Operations
include regional production and distribution across Java, with efficiency
gains supported by complementary business activities. |
Total
company assets are ~IDR 25 trillion (encompassing all divisions), with the
water segment accounting for ~20–30% of the portfolio. |
~4–5
billion litres (15–20% share); relies on Java groundwater, with
sustainability pledges for recycling. |
|
3 |
PT
Sariguna Primatirta Tbk (Cleo) |
Factories
in Central Java (e.g., Semarang) and expansions in Java; focuses on low-TDS
water from local sources. |
Total
assets: USD 165 million (~IDR 2.6 trillion); market cap: IDR 13.3 trillion;
CapEx: IDR 600 billion for Java expansions. |
~2–3
billion litres (8–12% share); Observers note the efficiency of groundwater
extraction in Java, but it poses industry-wide subsidence risks. |
|
4 |
PT Tirta
Investama (VIT) |
Operations
in West Java (Bogor area); sources from mountain aquifers. |
Assets
~IDR 1–2 trillion (estimated; part of Asahi Group); revenue growth 10–15%
YoY. |
~1.5–2
billion litres (6–8% share); uses sustainable sourcing in Java, but
contributes to regional depletion. |
|
5 |
PT Nestlé
Indonesia (Pure Life) |
Plants in
Greater Jakarta and East Java have an urban-focused distribution. |
Division
assets are approximately IDR 5–7 trillion (Nestlé Indonesia's total is
approximately IDR 50 trillion), with a strong balance sheet. |
~1–1.5
billion litres (4–6% share); groundwater and surface water mix in Java, with
global sustainability audits. |
|
6 |
PT
Indofood CBP Sukses Makmur Tbk (Club) |
Facilities in West Java (Bekasi) integrate
seamlessly with broader food production activity. |
Total
company assets are approximately IDR 40 trillion, with beverages accounting
for ~10–15% of these assets. |
~800
million–1 billion litres (3–5% share); Java-based extraction, part of larger
industrial water use. |
|
7 |
PT
Pristine Prima Indonesia (Pristine) |
Production
in Banten (West Java): premium alkaline water from local wells. |
Assets
~IDR 500–800 billion (estimated; more minor player with growth focus). |
~500–700
million litres (2–3% share); targeted Java market, with emphasis on
pH-balanced sourcing. |
|
8 |
PT
Amandina Bumi Nusantara (Ades, owned by Coca-Cola) |
Factories
in South Java (e.g., near Yogyakarta) focus on recycled PET. |
Division
assets ~IDR 2–3 trillion (Coca-Cola Indonesia total ~IDR 10+ trillion). |
~400–600
million litres (2% share); processes 3,000 tonnes PET/month, groundwater in
Java with recycling offsets. |
|
9 |
PT Sekar
Emas (Tollak or similar local brands) |
East Java
operations (Surabaya); regional focus. |
Assets
~IDR 300–500 billion (part of larger group). |
~300–500
million litres (1–2% share); local Java aquifers, smaller-scale extraction. |
|
10 |
PT Sumber
Tani Agung Resources (Aquabless or regional) |
Central
Java plants: budget segment. |
Assets
~IDR 200–400 billion (estimated). |
~200–400
million litres (1% share); relies on Java groundwater, vulnerable to drought
impacts. |
Notes:
- Ranking
Basis: Derived from consumption surveys (Aqua
leads with the highest respondent usage), market reports, and volume
dominance. Java accounts for ~62% of the national bottled water value, so
these firms' Java ops drive their scale.
- Assets
Data: Limited to public filings; many are
subsidiaries, so figures are estimates or company-wide. Sariguna
Primatirta has the most transparent local reporting.
- Water
Consumption: No company-specific extraction permits
are public, but industry total in Java exceeds 1 billion m³/year from
groundwater, with AMDK ~5–10% of that. Estimates assume a 1:1
production-to-water ratio (minimal processing loss); leaders like Aqua
face scrutiny for subsidence in Java (e.g., Jakarta sinks 10–25 cm/year
partly due to overextraction). Climate events amplify issues.
4. AMDK Integration & Circularity
The bottled
water (AMDK) industry in Java has come under scrutiny for its contributions to
groundwater depletion, plastic waste generation, and inequities in water
access. The Java Integrated Water Grid 2035 aims to reshape industry through
comprehensive reforms prioritising sustainability and equity. By transitioning
from unregulated groundwater extraction to a system emphasising bulk water
sourcing, refill stations, and circular economy principles, these reforms seek
to protect vital groundwater resources, mitigate environmental impacts, and
promote equitable access to safe drinking water, while maintaining the economic
viability of the sector (Parag et al., 2023).
4.1 Transition Mechanics
The AMDK
transition strategy involves a structured and phased compliance pathway
ensuring both regulatory enforcement and financial sustainability for water
providers and companies, including AMDK firms.
A. Phased Sourcing Mandates
A critical
component of the integration strategy is establishing phased sourcing mandates
for AMDK companies:
- Year 1: Baseline
Disclosure: Mandatory reporting
of extraction volumes, sourcing basins, and PET (polyethene terephthalate)
usage will be required. Such transparency is integral to understanding and
managing the impact of AMDK production on groundwater resources (Parag et
al., 2023).
- Year 2: ≥30% Bulk
Sourcing: Firms must source at least 30% of their
water from PJT-Jawa bulk supply networks. Mandate shifts reliance away
from over-extraction of local groundwater, demonstrating a commitment to
sustainable practices (Willis et al., 2019).
- Year 4: ≥50% Bulk
Sourcing: By stage, companies must pivot to focus
on high-demand basins, reducing groundwater stress and ensuring compliance
with updated regulatory measures (Willis et al., 2019).
- Year 6: ≥70% Bulk
Sourcing: Firms operating in areas classified as
stress-class basins, where over-extraction is critical, will fully adopt the
mandate, working towards sustainability goals (Willis et al., 2019).
The
stepwise approach gradually diminishes dependence on local groundwater sources
and ensures a transition to sustainable bulk supply systems.
B. AMDK Levy Structure
Policymakers
have proposed a structured levy on groundwater extraction to reinforce the
reforms.
- Groundwater Levy: The
authority will levy a volume-based fee for every litre of groundwater
extracted. Financial mechanism serves to curb
excessive extraction practices by imposing direct costs on companies that
continue unsustainable practices (Wijsen, 2023).
- Levy Waivers: Companies sourcing their water from PJT-Jawa's bulk supply
network will benefit from proportional waivers. Incentivises compliance
with the new sourcing mandates and encourages a transition toward more
sustainable operations (Wijsen, 2023).
- Equity Allocation: All revenues generated from the groundwater levy will fund the
Java Water Equity Fund. The fund will allocate resources to provide
lifeline subsidies for low-income households, roll out refill stations in
underserved communities, and bolster PET recovery infrastructure(Wijsen,
2023).
C. Institutional Enforcement
Various
institutions will oversee the successful implementation of the AMDK integration
strategy:
- PJT-Jawa Holding: entity will manage bulk
sourcing infrastructure and monitor compliance with sourcing mandates
while administering the groundwater levy system (Mohsin et al., 2019).
- Regulator (DJKN): The regulator will issue licenses, enforce compliance with levy
schedules, and penalise firms for non-compliance, ensuring sustained
regulatory oversight of the aggregated water supply system (York et al.,
2011).
- AMDK Performance
Contracts: The integration of
KPI-linked reporting within the Digital Twin for real-time monitoring will
reinforce accountability among AMDK firms, linking financial outcomes
directly to compliance measures (Olowoyo et al., 2022).
Key Outcome: By 2035, the goal is for at least 85% of AMDK
water to be sustainably sourced from PJT-Jawa's bulk supply networks,
substantially reducing the risks associated with groundwater depletion
(Warburton et al., 1986).
4.2 Extended Producer Responsibility (EPR) Package
To address
the plastic waste crisis prompted by bottled water consumption, the Java
Integrated Water Grid incorporates a robust Extended Producer Responsibility
(EPR) framework. Includes enforceable PET recovery targets and refill station
models, promoting a transition toward a more circular economy.
A. PET Recovery Targets
Under the
EPR framework:
- Verified Recovery
Metrics: Evidence of PET recovery will be
tracked and reported through the Digital Twin dashboard, ensuring
transparency and accountability in recovery efforts (Jaffee, 2023).
B. Refill Station Infrastructure
The
establishment of a comprehensive refill station network aims to mitigate
plastic dependency and enhance access to safe drinking water:
- Technical Standards: Refill stations will be equipped with integrated IoT sensors for
real-time monitoring of water quality to ensure the safety of dispensed
water. These stations will feature co-branding with AMDK firms to promote
compliance with shared goals (Pang, 2019).
- Equity Linkages: Refilling station services will be subsidised through the Java
Water Equity Fund to enhance affordability and ensure access for marginalised
populations (Igbeneghu & Lamikanra, 2014).
C. EPR Governance
To formalise
EPR compliance:
- Producer Responsibility
Organisation (PRO): Established under PJT-Jawa, the organisation will coordinate AMDK compliance and facilitate recovery
initiatives (Ababulgu et al., 2025).
- Deposit-Return Systems: Implementing fee-rebate mechanisms encourages consumers to return
PET bottles, incentivising high recovery rates across the market (VIu et
al., 2023).
- Non-compliance
Penalties: Progressive penalties
for non-compliance will ensure that all firms participate or face
increasing stakes if they fail to meet established recovery goals
(Francisco, 2014).
Impact: Together, PET recovery initiatives and refill
station distribution systems will transition Java from a linear bottled water
economy to a circular AMDK ecosystem, reducing plastic waste and enhancing
sustainability (Tabar et al., 2024).
4.3 Environmental & Social Safeguards
The
transition within the AMDK sector will embed environmental and social
safeguards aligned with international standards, focusing on minimising risks
and ensuring community participation.
A. Environmental & Social
Impact Assessments (ESIA)
Authorities
will conduct mandatory baseline assessments for all new AMDK facilities and
related infrastructure:
- Screening Criteria: will encompass evaluation
metrics such as groundwater sustainability thresholds, operational carbon
footprints, and potential risks of social displacement tied to
infrastructural development (Sun et al., 2011).
B. Community Engagement
Framework
Effective
community engagement strategies will facilitate local involvement and support:
- Early Stakeholder
Consultation: Local communities
will be engaged from the planning phase to encourage buy-in and
collaboration in decision-making processes (Grisales et al., 2021).
- Public Awareness
Programs: At least 50 training sessions per year will
be conducted to promote refill station usage, PET recovery, and safe
drinking water practices, thereby enhancing community engagement
(Ichetaonye, 2023).
- Inclusive
Representation: Decision-makers will
actively include women, vulnerable groups, and rural stakeholders
throughout water governance processes(CLEMENTS, 2025).
C. Grievance Redress Mechanism
(GRM)
Authorities
will establish an accessible multi-channel GRM to address community concerns
regarding water services:
- Access Points: Mechanisms will include local service centres, mobile apps
integrated with the Digital Twin, and community committees ensuring
responsive engagement with citizens.
Safeguard
Principle: All AMDK reforms will centre
around people, emphasising environmental sustainability, social justice, and
participatory governance practices.
The AMDK
integration and circularity reforms introduced under the Java Integrated Water
Grid aim to minimise ecological impacts, safeguard groundwater resources, and
promote equity in water access. By focusing on sustainable sourcing practices,
robust EPR frameworks that address plastic waste, and comprehensive
environmental and social safeguards, Java’s progress toward water resource
sustainability is both ambitious and essential for the island’s socio-economic
development.
The AMDK
sector reform anchors the Java Integrated Water Grid 2035 by transforming
bottled water governance into a circular, equity-driven ecosystem. Transition
Mechanics aims to phase out unregulated groundwater use and incentivise bulk
supply integration. EPR mandates push 90% PET recovery and establish more than
1,500 refill stations to expand affordable access. Environmental and social
safeguards enforce global ESG compliance while amplifying community voices in
decision-making. By 2035, bottled water production and consumption in Java will
operate sustainably, inclusively, and with climate resilience. This reform
proves that One Island • One System • One Guarantee is not rhetoric; it is
reality.
5. Ten Radical Moves for the Java Integrated Water Grid 2035
The execution of the Java Integrated Water Grid 2035 requires
transformative interventions that go beyond incremental reforms. These Ten
Radical Moves define strategic shifts essential to securing safe, affordable,
and sustainable water for the 160 million residents of Java. Each move combines
digital innovation with circular reforms to create an integrated and
results-driven governance framework.
1. Build the Java Water Digital Twin
Fragmented data and reactive decision-making hinder effective water
governance. The Digital Twin consolidates all system data into a predictive,
real-time platform that spans sources, treatment, transmission, distribution,
and consumption. Integration of satellite imagery, IoT sensors, and smart
meters improves data quality. Climate scenarios modelled in the platform
strengthen preparedness for droughts and floods. Predictive simulations
facilitate cross-basin water transfers. Utilities gain the ability to move from
reactive responses to proactive management, improving allocation of resources.
Non-revenue water levels of 35–45 per cent represent financial and
resource losses. The program introduces over 500 District Metered Areas (DMAs)
for leakage detection, smart meters for 90 per cent of connections, and
automated pressure management to reduce bursts. These measures unlock
approximately IDR 8 trillion (USD 520 million) annually, which can fund
lifeline subsidies and digital upgrades (Kamienski et al., 2018).
3. Mandate AMDK Bulk Water Integration
Groundwater over-extraction by bottled water firms has degraded
environmental conditions. A phased mandate requires AMDK firms to source 30 per
cent of water from bulk supply by Year 2, 50 per cent by Year 4, and 70 per cent
by Year 6. Volume-based levies penalise excessive groundwater use, while
compliant firms receive waivers. Monitoring through the Digital Twin ensures
accountability. The measure reduces aquifer reliance and secures basin flows
(Chen et al., 2021).
4. Deploy 1,500+ Refill Stations by 2030
The PET waste crisis intensifies with the growing dependence on bottled
water. Establishing a refill-first ecosystem, co-funded by AMDK firms and the
Java Water Equity Fund, provides safe, affordable alternatives. Planners
prioritise stations in urban centres, underserved areas, and tourism zones. IoT
quality monitoring ensures safety, while co-branding strategies align with
compliance frameworks. The initiative reduces PET waste and builds a circular
economy (Campos et al., 2019).
5. Enforce a 90% PET Recovery Mandate
Plastic pollution from bottled water requires circular interventions. A
Producer Responsibility Organisation (PRO) coordinates PET recovery.
Deposit-return and rebate mechanisms incentivise consumers. Compliance and
recovery data appear in Digital Twin dashboards. Waste transforms into valuable
resources, advancing the circular economy (Areekath et al., 2022).
6. Operationalise the Java Water Equity Fund
Low-income households face disproportionate costs of bottled water. An
independently managed escrow fund ensures that essential services are available
to low-income households. Allocations support subsidies of 50 litres per person
per day, finance new household connections, and fund climate adaptation and
refill station expansion. Equity is embedded directly into the governance
system (Chen et al., 2021).
7. Adopt KPI-Linked Procurement and PPPs
Weak procurement processes reduce accountability. Centralising
procurement under PJT-Jawa integrates platforms across pipelines, treatment
plants, refill stations, and IoT systems. Authorities link contracts to
measurable KPIs such as NRW reduction, PET recovery, and witty meter coverage.
Results-based financing rewards verified performance. The outcome improves cost
efficiency and reduces risks for private investors (Olatinwo & Joubert,
2023).
8. Establish a Utility Capacity-Building Academy
Limited expertise constrains utility performance. The academy provides
structured training in digital literacy, NRW analytics, and extended producer
responsibility (EPR) compliance. Certification programs ensure long-term
professional development. Skilled personnel strengthen operational delivery.
9. Embed Climate Readiness Protocols
Increasing weather variability demands adaptive strategies. Climate
readiness integrates into digital and operational frameworks. The Digital Twin
models emergency transfers. Inter-basin management includes contingency plans
for droughts and floods. District-level KPIs monitor resilience. The approach
enhances infrastructure robustness and safeguards public health (Maroli et al.,
2020).
10. Establish Transparent Community Engagement and GRM Framework
Citizen participation anchors reform legitimacy. Multi-channel platforms
collect community feedback. Over 50 training sessions annually build awareness
of water safety and recovery programs. Accessible grievance systems address
pricing and service issues. Public dashboards disclose tariff, quality, and
performance data. Transparency strengthens trust and cooperation (Maroli et
al., 2020).
The Ten Radical Moves form the backbone of the Java Integrated Water
Grid 2035. By aligning digital innovation, circular economy practices, and
social equity, the program provides a bold response to contemporary water
challenges. These measures chart a path toward resilient, inclusive, and
sustainable water governance for Java.
|
Move |
Why |
What |
How |
Impact |
|
1. Build the Java Water Digital Twin |
Fragmented data and reactive decision-making
hinder governance |
Real-time IoT-enabled Digital Twin covering
sources to consumption |
Integrate satellite imagery, IoT sensors, smart
meters, and model climate scenarios; enable predictive cross-basin
simulations |
Transition from reactive to proactive management;
improved resource allocation |
|
2. Launch the NRW War Program |
NRW levels at 35–45% cause significant financial
and water loss |
Comprehensive NRW reduction program |
Establish 500+ DMAs, 90% smart meter rollout,
automated pressure management |
Unlock IDR 8T (~USD 520M) annually for subsidies
and digital upgrades (Kamienski et al., 2018) |
|
3. Mandate AMDK Bulk Water Integration |
Groundwater over-extraction by AMDK firms harms the
environment |
Phased bulk water sourcing mandates |
Year 2: 30%, Year 4: 50%, Year 6: 70%; levy with
compliance waivers; monitor via Digital Twin |
Protect groundwater reserves, reduce aquifer
reliance, stabilise basin flows (Chen et al., 2021) |
|
4. Deploy 1,500+ Refill Stations by 2030 |
PET waste crisis from bottled water |
Refill-first ecosystem |
Co-funded by AMDK and Equity Fund; urban and
underserved focus; IoT monitoring; co-branding strategies |
Reduce PET waste, improve access, foster circular
economy (Campos et al., 2019) |
|
5. Enforce a 90% PET Recovery Mandate |
Plastic pollution from the bottled water industry |
PET recovery and recycling system |
Establish PRO; deposit-return and fee-rebate
schemes; monitor via Digital Twin |
Transform waste to resource; advance circular
economy (Areekath et al., 2022) |
|
6. Operationalise the Java Water Equity Fund |
Low-income households bear disproportionate water
costs |
Escrow fund for essential services |
Finance 50L/person/day subsidies; new
connections; adaptation projects; refill expansion |
Embed equity in governance; universal access to
safe drinking water (Chen et al., 2021) |
|
7. Adopt KPI-Linked Procurement & PPPs |
Inefficient procurement hinders accountability |
Centralised procurement tied to KPIs |
Bundle infrastructure and IoT procurement; link
contracts to NRW, PET, smart metering; results-based financing |
Improve cost efficiency; reduce private sector
risks; boost accountability (Olatinwo & Joubert, 2023) |
|
8. Establish a Utility Capacity-Building Academy |
Utilities lack technical capacity |
Dedicated academy for training |
Provide digital literacy, NRW analytics, EPR
compliance training, and certification programs |
Upskill workforce; enhance delivery capacity |
|
9. Embed Climate Readiness Protocols |
Climate change increases weather variability |
Adaptive climate strategies |
Model transfers in Digital Twin; drought and
flood contingency plans; district-level resilience KPIs |
Strengthen resilience, safeguard health and
safety (Maroli et al., 2020) |
|
10. Establish Transparent Community Engagement
& GRM |
Citizen engagement is critical for reform
legitimacy |
Multi-channel engagement and grievance framework |
50+ community training sessions/year; grievance
redress system; public dashboards for tariffs, quality, performance |
Increase transparency, trust, and cooperation
(Maroli et al., 2020) |
The Ten Radical Moves turn ambition into execution and vision into
measurable impact. Java builds its Water Digital Twin to unify decisions,
drives efficiency by cutting NRW to ≤15% and unlocking USD 520M/year for
reinvestment, and shifts toward a circular economy through bulk sourcing,
refill stations, and 90% PET recovery. Leaders operationalise the Java Water
Equity Fund to guarantee lifeline access and embed resilience by design with
climate readiness and community voice. Together, these ten moves redefine water
governance, proving that One Island • One System • One
Guarantee is not an aspiration but the foundation of Java’s future.
The Java
Integrated Water Grid (JIWG) project, aimed to be operational by 2035,
represents a transformative effort requiring an intricate financial model to
ensure its successful execution. Given the multifaceted aspects of
infrastructure, digital transformation, and integration of circular AMDK
systems, the initiative necessitates a well-structured financial framework that
aligns capital expenditures (CAPEX), operational expenditures (OPEX),
non-revenue water (NRW) savings, and other financial metrics such as internal
rate of return (IRR) and payback periods.
In
addressing CAPEX and OPEX, the project's financial model must factor in the
substantial costs associated with constructing and maintaining water
infrastructure. Historical data indicate that developing regions typically
invest roughly $65 billion annually in water-related infrastructure, which
includes approximately $15 billion for hydropower, $25 billion for water and
sanitation, and $25 billion for irrigation and drainage (Zhang et al., 2021).
Incorporating lessons from similar infrastructure endeavours reveals that
sustainable investment practices can enhance long-term viability and economic
efficiencies. For instance, a systematic approach utilising the Analytic
Hierarchy Process (AHP) can prioritise investments based on multifactorial
considerations, ensuring that the resources allocated yield maximum benefits
concerning environmental and social returns (Macchiaroli et al., 2023).
To maintain
donor confidence and attract private capital, the JIWG project must establish
transparency and accountability mechanisms within its financial model. Involves
creating a KPI-linked financing framework that can effectively track progress
and outcomes. Recent studies emphasise that transparent reporting and
sustainable accounting practices in financial management are pivotal to
fostering sustainability and accountability in the water sector, which can
significantly influence investment decisions (Okta & Mais, 2024). By
employing rigorous financial oversight, the JIWG can align its objectives with
broader Sustainable Development Goals (SDGs), thereby enhancing its
attractiveness to potential investors.
6.1 Financial
Model
A detailed assessment of CAPEX and OPEX implications underpins the financial
model’s robustness. CAPEX encompasses the initial investments in technology and
infrastructure, including construction of pipelines, treatment facilities, and
digital infrastructure systems that enable innovative water management (Lee et
al., 2015). The operational phase then necessitates accounting for routine
maintenance, staff costs, and the energy required for ongoing operations,
collectively categorised as OPEX. Such dual focus on both CAPEX and OPEX
augments the capacity for financial planning, allowing the project to
anticipate cash flow requirements and optimise resource allocation effectively.
An
essential element in the financial model is the evaluation of NRW, which
involves identifying lost revenue that results from water leakages and unbilled
consumption. Effective NRW management leads to cost savings and supports
environmental sustainability by enhancing water conservation efforts (Dadson et
al., 2017). Providing quantifiable metrics on anticipated NRW savings can
present a compelling case for investment and indicate the potential for a swift
return on investment, contributing positively to the project's IRR and payback
analysis.
Levy flows
also warrant consideration within the financial framework, particularly in how
they enable funding for ongoing operations and future infrastructure
improvements (Borgomeo et al., 2016). By implementing a structured levy
system—wherein users contribute based on the demand and consumption of water
resources—the model can establish reliable revenue streams that mitigate risk
and bolster the project’s financial health. The alignment of these financial
strategies with empirical risk assessments can enhance the project's
adaptability to changing economic landscapes, ultimately supporting its
investment appeal.
The need to
integrate innovative solutions underscores the interplay between financial
sustainability and environmental stewardship, such as renewable energy and
eco-friendly technologies, into the water management infrastructure. Projects
focusing on solar-powered options for water treatment and transport have
demonstrated lower operational expenses and reduced ecological footprints,
thereby enhancing their attractiveness to socially conscious investors (Maftouh
et al., 2022). Furthermore, market and political landscapes that prioritise
climate resilience offer promising frameworks for funding, aligning corporate
interests with sustainable community development efforts.
Moreover,
stakeholder engagement through mechanisms of public-private partnerships (PPP)
can play a fundamental role in financing the JIWG project. Evidence indicates
that successful PPPs facilitate investment and can leverage private sector
efficiencies while ensuring accountability through clearly defined roles and
expectations (Bao et al., 2018). Current frameworks for evaluating PPP projects
in water sectors point to their significant potential for enhancing service
delivery, provided they are adeptly structured to prioritise both profitability
and social responsibility (Orinya et al., 2024).
Addressing
uncertainties related to the financial viability of infrastructure projects is
crucial. Weather-induced risks, fluctuating demand for water, and geopolitical
factors can substantially affect financial outcomes (Persad et al., 2020).
Employing advanced financial modelling techniques allows for a robust analysis
of risk and return on such investments, enabling decision-makers to better
understand and mitigate potential challenges. Analytical rigour benefits not
only project leaders but also warrants transparency to stakeholders and
investors, enhancing trust and commitment.
6.1.1 Dynamic
Economic Environment and Future Considerations
In the broader context, the financial implications of the Java Integrated Water
Grid must factor in future economic fluctuations and environmental changes. For
the project to remain viable, it is crucial to dynamically adjust financial
strategies based on ongoing assessments of performance metrics and changes in
water resource management (Gorelick et al., 2020). Additionally, incorporating
adaptive practices for water supply management can enhance operational
efficiency and financial sustainability amidst unpredictable climatic variables
(Gorelick et al., 2020).
Increasing
awareness of the interdependencies within the water-energy-food nexus
highlights the necessity of integrating these critical domains in financial
planning. Strategic investments characterised by cross-sectoral collaborations
can minimise redundancy and enhance resource efficiency, as observed in some
studies focusing on hydroeconomic models for sustainable water management
(Kahil et al., 2018). By considering these interconnected sectors within the
financial framework, the JIWG can better position itself within a competitive
investment landscape, ensuring alignment with global trends in sustainability
and resilience (Howard et al., 2016).
Additionally,
ongoing fiscal transparency coupled with robust performance monitoring will be
pivotal in deliberations about future investments. Incorporating
technology-driven systems for transparency and reporting can significantly
bolster stakeholder confidence, as empirical findings underscore the positive
correlation between transparency practices and investment flows in
environmental sectors (Ben‐Amar &
Chelli, 2018). Integrating effective communication strategies and stakeholder
engagement into the financial model not only assures current investors about
the project’s accountability but also appeals to potential future investors.
In the
financial model for the Java Integrated Water Grid, Planners must present a
nuanced balance of CAPEX, OPEX, savings from NRW management, levy flows, and
other relevant financial metrics. By establishing a cohesive financial
framework that promotes transparency, accountability, and sustainable
practices, an ambitious project can secure the necessary funding and
stakeholder support required for its successful completion.
Building a Sustainable, Accountable, and Investable Water Future for
Java
Delivering the Java Integrated Water Grid 2035 will require significant
investments in infrastructure, digital transformation, and circular
AMDK integration. To secure donor confidence, attract private capital, and
maintain public trust, the program adopts a transparent, KPI-linked
financing framework with built-in accountability.
A. Capital Expenditure (CAPEX)
The Java Integrated Water Grid (JIWG) necessitates a total capital
expenditure (CAPEX) of approximately IDR 120 trillion (~USD 7.7 billion).
Substantial financial requirements reflect the project’s expansive scope, which
encompasses the construction of bulk water transmission pipelines, the
establishment of refill stations and PET (polyethene terephthalate) recovery
infrastructure, the integration of smart meters and Internet of Things (IoT)
sensors, and the enhancement of digital twin technologies. Additionally, the
project will fund initiatives aimed at reducing non-revenue water (NRW) losses
through the development of dedicated NRW District Metered Areas (DMAs),
upgrading existing treatment facilities, and establishing inter-basin
connections to optimise water distribution and management across Java (Zhang et
al., 2021).
The chosen financing mix for the project is multifaceted, incorporating
a blend of public funding and private capital. Several sources will provide
public funding, including central government allocations and grants from
international financial institutions such as the Asian Development Bank (ADB),
the World Bank, the Japan International Cooperation Agency (JICA), the Asian
Infrastructure Investment Bank (AIIB), and the Green Climate Fund (GCF). Diverse
funding approach aims to bolster donor confidence and attract private
investment, particularly through public-private partnerships (PPPs) that will
oversee the construction and operation of refill stations, PET recovery
systems, innovative metering technologies, and bulk sourcing infrastructure
(Macchiaroli et al., 2023).
Moreover, green finance instruments play a critical role in the funding
strategy. These instruments may include climate adaptation funds and blended
finance mechanisms that align investment returns with environmental, social,
and governance (ESG) objectives. By leveraging these innovative financial
instruments, the JIWG can position itself favorably within the growing market
of sustainable infrastructure investments, which emphasises accountability and
impact (Okta & Mais, 2024).
B. Operational Expenditure
(OPEX)
The
PJT-Jawa Holding organisational structure will significantly streamline
operational expenditure (OPEX). The JIWG Structure reduces redundancy across
the 400+ regional water companies (PDAMs) in Java. Through centralised
procurement, the initiative will lower energy costs and reduce labour expenses,
enhancing operational efficiencies (Lee et al., 2015). The project’s
operational framework will leverage digital automation technologies to drive
cost reductions further while simultaneously improving service delivery.
Investments
in smart metering and real-time pressure management systems will generate
continuous savings by minimising water losses and optimising resource
allocation across the grid. These technologies enable accurate water
consumption tracking and intelligent management of water flow, thus fostering a
more efficient operational environment (Dadson et al., 2017). Consequently, the
expected operational savings will directly contribute to the project’s
long-term financial sustainability, allowing for reinvestment into critical
initiatives such as lifeline subsidies and maintenance of the digital
infrastructure (Borgomeo et al., 2016).
An
essential component of the JIWG’s financial model is the aggressive strategy
aimed at reducing non-revenue water (NRW) from its current levels of 35-45%
down to below 15% by 2035. Achieving an ambitious target is expected to unlock
considerable operational savings. Using the annual NRW savings formula, we can
calculate the projected annual savings as follows:
Savings=Baseline Volume×Tariff per m3×Loss Reduction×Collection Fact
Here, Experts estimate baseline NRW losses at approximately 1.2 billion
m³ per year with an average tariff of IDR 6,500/m³. By targeting a loss
reduction of 30% and an expected collection efficiency of 90%, the estimated
annual savings are projected to reach around IDR 8 trillion (~USD 520 million)
(Maftouh et al., 2022). These significant savings will be strategically
reinvested into vital initiatives such as lifeline subsidies for
underprivileged communities, expansion and maintenance of refill stations, and
support for digital twin technologies integral to system management.
D. Levy Flows (AMDK & PET
Recovery)
In addition
to operational savings, financing mechanisms based on levy flows will
contribute substantially to the project’s fiscal stability. The establishment
of a groundwater levy, levied per litre of bottled water (AMDK) extraction, is
proposed, with preferential waivers for companies that demonstrate compliance
with bulk sourcing guidelines. Levy will ensure a steady revenue stream
directly linked to water extraction activities (Bao et al., 2018).
Moreover,
the PET recovery levy, which charges per unit of PET packaging, is designed to
fund collection and recycling initiatives, thus promoting circular economy
principles within the water sector. The flow of funds generated through these
levies will feed into the Java Water Equity Fund. The program finances lifeline
subsidies, the deployment of refill stations, and community training programs
to foster sustainable water usage practices (Orinya et al., 2024).
E. Internal Rate of Return (IRR)
& Payback
Its
projected internal rate of return (IRR), estimated between 9% and 12% over a
20-year horizon, underscores the financial attractiveness of the JIWG. IRR
provides a compelling incentive for private co-financing, aligning the project
with investor expectations of sustainable returns (Persad et al., 2020).
Furthermore, Reinvestment of savings from reduced NRW drives the anticipated
payback period of approximately 10 to 12 years, steady revenue from bulk
sourcing levy flows, and credits from PET recovery efforts. Such a transparent
financial framework positions the JIWG as a bankable project, essential for
engaging donors, investors, and climate financiers (Gorelick et al., 2020).
The JIWG
offers a comprehensive financial model that integrates diverse funding sources
for CAPEX, emphasises operational efficiency in its OPEX strategies, and
presents a robust plan for managing NRW to realise substantial savings. Through
strategically designed levy flows and favourable IRR and payback metrics, the
program is not only feasible but aligned with sustainable investment principles
that resonate with contemporary environmental and social governance standards.
6.2 Sensitivities & Risk Allocation
6.2 Sensitivities & Risk Allocation
The Java
Integrated Water Grid (JIWG) faces considerable challenges and uncertainties
stemming from climate vulnerabilities, fluctuating energy costs, foreign
exchange (FX) exposure, capital expenditures (CAPEX), and operational risks
associated with public-private partnerships (PPPs). To navigate these potential
risks effectively, the program incorporates sensitivity analysis and a robust
risk allocation framework designed to foster resilience and adaptability across
various scenarios.
Sensitivity testing is a vital aspect of evaluating the financial model
of the JIWG, as it highlights how various factors could influence the project's
internal rate of return (IRR) and payback period. For instance, under a stress
scenario of drought years occurring once every five years, the payback period
could extend by an additional three years compared to the baseline case of a
drought occurring once every ten years. Adjustment underscores the potential
vulnerability of the project to long-term climate shifts, which could lead to
substantial operational strains (Zhang et al., 2021).
Energy costs also pose a significant risk; a 20% increase in energy
costs could result in a decline in IRR by approximately 1.5%, reflecting the
sensitive nature of operational expenditures (OPEX) associated with energy
procurement (Macchiaroli et al., 2023). Furthermore, projected fluctuations in
foreign exchange rates will substantially impact CAPEX, with a ±10% volatility
potentially leading to an exposure of around USD 700 million. Given that the
project relies on both local and foreign currencies, Decision-makers must
employ strategic financial instruments to manage risk effectively (Okta &
Mais, 2024).
CAPEX overruns are another potential source of financial stress. In the
event of unforeseen cost increases amounting to 15%, the timeline for the IRR
breakeven could be delayed by around two years, emphasising the need for
precise project cost management (Lee et al., 2015). Finally, demand risk,
particularly in lower uptake scenarios, could be mitigated through PET levy
inflows, which are designed to provide fiscal support amid reduced revenues
from water sales (Dadson et al., 2017).
To address these various risks, the JIWG has established several
mitigation measures. Emergency transfer protocols have been pre-modelled in the
Digital Twin to handle climate shocks proactively. Additionally, power purchase
agreements (PPAs) with renewable energy suppliers are intended to stabilise
energy procurement costs, thereby minimising OPEX fluctuations related to
energy volatility (Borgomeo et al., 2016). To hedge against FX exposure,
blended financing denominated in both Indonesian Rupiah (IDR) and USD is
recommended, coupled with the use of hedging instruments to buffer against
currency swings. Demand variability will be managed through flexible levy
schedules and targeted refill station co-branding campaigns, and these measures
will entice greater consumer uptake (Maftouh et al., 2022).
|
Variable |
Base Case |
Stress Scenario |
Impact on IRR / Payback |
|
Drought
Years |
1-in-10 |
1-in-5 |
+3 years
payback delay |
|
Energy
Costs |
+0% |
+20% |
IRR drops
~1.5% |
|
Foreign
Exchange |
±0%
baseline |
±10%
volatility |
Capex
exposure: ±USD 700M |
|
CAPEX
Overruns |
0% |
+15% |
Delays
IRR breakeven by ~2 years |
|
Demand
Risk |
Stable |
-10%
lower uptake |
Offsets
via PET levy inflows |
Mitigation Measures:
- Climate
shocks: Emergency transfer protocols pre-modelled in the Digital Twin.
- Energy
volatility: PPAs with renewable energy suppliers to stabilise OPEX.
- FX
exposure: Blended financing in IDR + USD with hedging instruments.
- Demand
variability: Flexible levy schedules + refill station co-branding
campaigns.
A
comprehensive risk allocation framework is critical for encompassing the
diverse stakeholder landscape within the JIWG structure, particularly
concerning the roles of PJT-Jawa, local PDAMs, AMDK firms, and private partners
engaged through PPPs. The following table delineates the risk responsibilities
among involved parties:
|
Risk |
PJT-Jawa |
PDAMs |
AMDK
Firms |
Private
Partners / PPPs |
|
Leakage Risk |
Shared oversight |
Execution responsibility |
N/A |
Shared in DMA contracts |
|
Demand Risk |
Partial guarantee |
Limited exposure |
N/A |
Shared revenue models |
|
Energy Price Risk |
Tariff-indexed |
Tariff-indexed |
N/A |
Indexed PPAs |
|
Foreign Exchange Risk |
Central hedge |
N/A |
N/A |
Limited exposure |
|
CAPEX Overruns |
Initial equity buffer |
N/A |
N/A |
Shared via EPC guarantees |
|
PET Recovery Targets |
Oversight |
N/A |
Primary compliance |
Co-financed infrastructure |
|
Refill Station Rollout |
Planning + fund allocation |
N/A |
Co-investment |
Deployment + maintenance |
|
Cybersecurity |
Digital Twin governance |
N/A |
Data-sharing compliance |
Vendor-neutral API integration |
The objectives. For example, leakage risk is
subject to shared oversight, ensuring collaborative management of assets while
assigning execution responsibility to PDAMs. Similarly, demand risk includes
partial guarantees from PJT-Jawa, with private partners sharing revenue models
to align interests and mitigate financial exposure (Bao et al., 2018).
In addition
to a structured approach, PJT-Jawa and PDAMs will address energy price risks
through tariff-indexed contracts. Indexed Power Purchase Agreements (PPAs) for
private partners will further synchronise energy procurement with market
fluctuations, thereby providing fiscal stability within operational budgets
(Orinya et al., 2024).
Foreign
exchange risk, an increasingly pertinent concern given its potential to disrupt
project financing, will be managed through a central hedging mechanism at the
PJT-Jawa level. Such a strategy is paramount in insulating the program from
adverse currency fluctuations, particularly as international funding sources
may involve significant foreign currency liabilities (Persad et al., 2020).
The
allocation of CAPEX overruns also emphasises prudent financial planning; an
initial equity buffer set aside by PJT-Jawa serves as a protective measure
against unexpected costs. Shared responsibility among stakeholders is essential
in cultivating a resilient project infrastructure that can weather unforeseen
economic pressures (Gorelick et al., 2020).
Moreover,
adherence to PET recovery targets will require robust oversight by PJT-Jawa,
with primary compliance resting with AMDK firms. Co-financing of infrastructure
improvements will further facilitate the realisation of circular economy
objectives, enhancing overall project sustainability (Kahil et al., 2018).
In the
JIWG’s sensitivity analysis, coupled with a meticulous risk allocation
framework, the initiative is well-positioned to withstand various climatic,
economic, and operational challenges. By addressing each significant risk
through defined strategies and collaborative frameworks, the program not only
safeguards its financial viability but also fortifies its long-term objectives
of water sustainability and community resilience in Java.
Java will
no longer treat water as a fragile utility but as a resilient, transparent, and
investable system that can power its future. The Java Integrated Water Grid
2035 mobilises ~IDR 120 trillion (~USD 7.7B) through public-private
partnerships, green finance, and levies. It reinvests IDR 8 trillion/year in
NRW savings into equity subsidies and digital modernisation. Groundwater and
PET levies directly expand refill stations and finance the Java Water Equity
Fund. With an IRR of 9–12% and sensitivity-tested resilience against drought,
FX volatility, energy inflation, and CAPEX overruns, 160 million residents gain
sustainable, inclusive, and climate-ready water access.
7. Donor Co-Financing Strategy
Mobilising Capital for an Inclusive and Climate-Resilient Water Future
Delivering the Java Integrated Water Grid 2035 requires
unprecedented collaboration between government, development partners,
private capital, and communities. With a total investment need of
approximately IDR 120 trillion (~USD 7.7 billion), the program adopts a donor-aligned,
KPI-driven co-financing framework designed to maximise impact per dollar
and ensure financial transparency.
7.1 Investment Needs & Use of Proceeds
7. Donor Co-Financing Strategy
Mobilising
capital for the Java Integrated Water Grid (JIWG) represents a pivotal
opportunity to foster inclusive and climate-resilient water infrastructures
across the region. The estimated total investment requirement of approximately
IDR 120 trillion (around USD 7.7 billion) over the decade from 2025 to 2035
will necessitate unprecedented collaboration among government entities,
development partners, private capital, and local communities. A coordinated
donor-aligned, KPI-driven co-financing framework is designed to maximise the
impact of each dollar invested while ensuring financial transparency and
accountability throughout the project's lifecycle (Zhang et al., 2021).
7.1 Investment Needs & Use of Proceeds
A. Total
Investment Requirement
The total
investment need of approximately IDR 120 trillion (~USD 7.7 billion) will
encompass various capital investments across multiple key areas, including
substantial infrastructure upgrades, development of digital platforms,
implementation of circularity measures, and initiatives aimed at supporting
social equity programs within the water sector (Macchiaroli et al., 2023).
Research highlights that integrating these components is crucial for addressing
both the immediate and long-term water needs of the Java population,
particularly in the face of climate change and urbanisation pressures (Okta
& Mais, 2024).
B.
Allocation of Proceeds
The
allocation of investment proceeds will be strategically distributed across
several critical pillars, fostering sustainable water management and enhanced
service delivery:
|
Investment
Pillar |
% of
CAPEX |
Use of
Funds |
|
Bulk Water Infrastructure |
30% |
Development of dams, reservoirs, inter-basin
pipelines, and wholesale transmission systems |
|
Digital Backbone |
15% |
Implementation of the Java Water Digital Twin,
IoT metering systems, and data integration technologies |
|
NRW Reduction Program |
20% |
Establishment of District Metered Areas (DMAs),
effective pressure management systems, and leakage analytics |
|
AMDK Integration & Circularity |
15% |
Rollout of refill stations, PET recovery systems,
and compliance technologies for bottled water |
|
Equity & Social Inclusion Programs |
10% |
Funding for lifeline subsidies, connections for
low-income households, and community outreach initiatives |
|
Climate Adaptation & Resilience |
5% |
Development of emergency transfer protocols,
drought/flood response modules, and resilience hubs |
|
Capacity-Building & Governance |
5% |
Establishment of a utility academy,
implementation of ESG safeguards, and stakeholder engagement efforts |
Strategic
allocation enhances the resilience of water services. While promoting equity
among communities that are most vulnerable to climate impacts (Lee et al.,
2015).
C. Funding
Priorities
In light of
emerging climate challenges, the JIWG strongly emphasises high-impact
interventions that will deliver substantial benefits in a relatively short
timeframe. The team will focus on achieving key milestones:
These
prioritised actions reflect a deliberate effort to enhance water service
delivery efficiency and infrastructure robustness while ensuring that the needs
of marginalised communities remain at the forefront of development initiatives
(Dadson et al., 2017). An essential component of strategy includes the
"equity ring-fence" that protects lifeline subsidies and
community-focused programs through the establishment of the Java Water Equity
Fund (Borgomeo et al., 2016).
The
financing strategy for the Java Integrated Water Grid (JIWG) employs a
multi-layered blended finance stack that synergises development finance,
government budgets, private sector capital, and ESG-linked instruments. An innovative
framework is essential for unlocking the IDR 120 trillion (approximately USD
7.7 billion) required for an inclusive and climate-resilient water future. The
structured approach not only leverages diverse funding sources but also aligns
financial objectives with sustainable development goals, ensuring that the
financing mobilised maximises both economic and societal impacts.
A. Multilateral Development Banks (MDBs)
Multilateral
Development Banks (MDBs) play a crucial role in financing the JIWG’s
initiatives. The Asian Development Bank (ADB) is committed to providing
financial support specifically for Non-Revenue Water (NRW) reduction programs
and the development of infrastructure aimed at improving accessibility to water
resources. The World Bank focuses on deploying advanced technological
solutions, emphasising the importance of innovation in addressing water supply
challenges.
Moreover,
the Asian Infrastructure Investment Bank (AIIB) has positioned itself to
finance bulk water transmission pipelines, ensuring efficient water transfer.
The Japan International Cooperation Agency (JICA) contributes through technical
assistance focused on improving operational efficiency among water service
providers. Collectively, these MDB contributions form the backbone of the
financing stack, facilitating large-scale investments while fostering
sustainable practices.
B. Government Budgets
Government
budgets are another critical pillar within the blended finance strategy, where
central government allocations will target crucial areas such as climate
adaptation infrastructure and community outreach programs. These investments
facilitate equitable access to water resources, particularly for underserved
rural and peri-urban areas. The allocation from government budgets not only
addresses urgent infrastructural needs but also supports broader social equity
initiatives that enhance community resilience against climate vulnerabilities.
By
strategically aligning government financial commitments with international
funding and private sector investments, the JIWG can ensure a cohesive funding
strategy that optimises resource utilisation and enhances the overall
effectiveness of water management initiatives.
C. AMDK & PET Recovery Levies
The
financial model incorporates distinct levies on groundwater extraction and PET
packaging, producing significant annual revenues. The groundwater extraction
levy will generate substantial annual revenues, with a structure designed to
incentivise firms to shift towards more sustainable sourcing practices. Such
incentives not only generate revenue but also encourage sustainable practices
within the water sector.
Additionally,
the PET recovery levy funds infrastructure necessary for a circular economy,
including refill station deployment and PET recycling initiatives. Revenue from
these levies could be allocated towards subsidies for low-income households and
initiatives aimed at plastic recovery, thereby integrating environmental
sustainability with agricultural and community development goals.
D. Green Bonds & ESG Instruments
To further
augment financing, the JIWG plans to issue green bonds aimed at funding
sustainable projects. These financial instruments attract private ESG investors
who seek impact-linked returns based on sustainability metrics embedded within
key performance indicators. (KPIs).
By aligning
these financial strategies with broader ESG objectives, the JIWG can tap into a
burgeoning market that prioritises environmental responsibility and social
governance, thus enhancing its attractiveness to a broader pool of investors.
The implementation of green financial mechanisms is essential for mobilising
capital for climate-focused infrastructure projects.
E. Climate & Resilience Funds
The
strategy also integrates dedicated Climate and Resilience Funds, which
co-finance essential components of the JIWG, such as climate resilience
initiatives. Collaborative funding efforts underscore a commitment to long-term
climate resilience and are crucial in facilitating investments that address
both infrastructural needs and ecological sustainability within water
management systems.
F. Private Co-Financing via PPPs
The utilisation
of public-private partnerships (PPPs) is an essential aspect of the JIWG’s
financing mechanism. These partnerships focus on critical projects such as
smart metering infrastructure and water service improvement initiatives. By
aligning PPP contracts with performance-based financing incentives linked to
verified KPIs, the JIWG encourages accountability and incentivises private
sector engagement to meet performance targets.
The
implementation of tailored PPP arrangements facilitates the effective sharing
of risks and rewards between public and private entities, thereby enhancing the
viability and efficiency of water service delivery.
The blended
finance stack exemplifies a comprehensive and strategic approach to mobilising
financial resources for the Java Integrated Water Grid. By integrating MDB
financing, government budgets, innovative levies, green bonds, climate funds,
and PPPs, the JIWG aims to create a resilient funding framework that is
responsive to the challenges posed by climate change while ensuring equitable
access to water for all. Such a multifaceted approach is critical in advancing
the region's water management goals while aligning with broader sustainability
initiatives and climate resilience objectives.
7.3 Results by 2035 & Donor Value Proposition
The
financing strategy for the Java Integrated Water Grid (JIWG) employs a
multi-layered blended finance stack that synergises development finance,
government budgets, private sector capital, and ESG-linked instruments. An innovative
framework is essential for unlocking the IDR 120 trillion (approximately USD
7.7 billion) required for an inclusive and climate-resilient water future. The
structured approach not only leverages diverse funding sources but also aligns
financial objectives with sustainable development goals, ensuring that the
financing mobilised maximises both economic and societal impacts.
A. Multilateral Development Banks (MDBs)
Multilateral
Development Banks (MDBs) play a crucial role in financing the JIWG’s
initiatives. The Asian Development Bank (ADB) is committed to providing
financial support specifically for Non-Revenue Water (NRW) reduction programs
and the development of infrastructure aimed at improving accessibility to water
resources. The World Bank focuses on deploying advanced technological
solutions, emphasising the importance of innovation in addressing water supply
challenges.
Moreover,
the Asian Infrastructure Investment Bank (AIIB) has positioned itself to
finance bulk water transmission pipelines, ensuring efficient water transfer.
The Japan International Cooperation Agency (JICA) contributes through technical
assistance focused on improving operational efficiency among water service
providers. Collectively, these MDB contributions form the backbone of the
financing stack, facilitating large-scale investments while fostering
sustainable practices.
A. Quantifiable Results by 2035
|
Outcome Area |
2035 Target |
Impact |
|
Access to
Safe Water |
≥98%
household coverage |
Universal
water security |
|
NRW
Reduction |
≤15% NRW |
IDR
8T/year unlocked for reinvestment |
|
AMDK Bulk
Sourcing |
≥85%
bulk-sourced |
Protects
aquifers, stabilises flows |
|
PET
Recovery |
≥90% PET
recovery |
Circular
AMDK ecosystem achieved |
|
Refill
Stations |
1,500+
nationwide |
Affordable,
safe drinking water access |
|
Digital
Integration |
90% smart
metering |
Transparency,
efficiency, accountability |
|
Climate
Resilience |
100%
coverage |
Adaptive,
shock-resistant water systems |
|
Equity
& Inclusion |
50L/day
lifeline access |
Protects 10M+
low-income households |
B. Government Budgets
Government
budgets are another critical pillar within the blended finance strategy, where
central government allocations will target crucial areas such as climate
adaptation infrastructure and community outreach programs. These investments
facilitate equitable access to water resources, particularly for underserved
rural and peri-urban areas.. The allocation from government budgets not only
addresses urgent infrastructural needs but also supports broader social equity
initiatives that enhance community resilience against climate vulnerabilities.
By
strategically aligning government financial commitments with international
funding and private sector investments, the JIWG can ensure a cohesive funding
strategy that optimises resource utilisation and enhances the overall
effectiveness of water management initiatives.
The Java Integrated Water Grid 2035 offers donors and investors a
high-impact, ESG-aligned investment opportunity:
- Scalable
Impact: Serving 160M+ people with universal access by 2035.
- Climate
Alignment: Future-proofing infrastructure against droughts,
floods, and rising demand.
- Circular
Economy Transition: Driving 90% PET recovery, refill
ecosystems, and AMDK reforms.
- Data-Driven
Governance: IoT-enabled transparency ensures real-time
reporting and KPI-based accountability.
- Inclusive
Growth: Embedding equity through lifeline subsidies and targeted
investments in vulnerable communities.
- Bankable
Returns: IRR of 9–12%, backed by predictable levy revenues and NRW
savings.
Donor partners are not just funding infrastructure; they are
co-architects of a climate-resilient, equitable water future for Java.
C. AMDK & PET Recovery Levies
The
financial model incorporates distinct levies on groundwater extraction and PET
packaging, producing significant annual revenues. The groundwater extraction
levy will generate substantial annual revenues, with a structure designed to
incentivise firms to shift towards more sustainable sourcing practices. Such
incentives not only generate revenue but also encourage sustainable practices
within the water sector.
Additionally,
the PET recovery levy will fund infrastructure necessary for a circular economy,
including refill station deployment and PET recycling initiatives. Revenue from
these levies could be allocated towards subsidies for low-income households and
initiatives aimed at plastic recovery, thereby integrating environmental
sustainability with agricultural and community development goals.
D. Green Bonds & ESG Instruments
To further
augment financing, the JIWG plans to issue green bonds aimed at funding
sustainable projects. These financial instruments will attract private ESG
investors who seek impact-linked returns based on sustainability metrics
embedded within key performance indicators (KPIs).
By aligning
these financial strategies with broader ESG objectives, the JIWG can tap into a
burgeoning market that prioritises environmental responsibility and social
governance, thus enhancing its attractiveness to a broader pool of investors.
The implementation of green financial mechanisms is essential for mobilising
capital for climate-focused infrastructure projects.
E. Climate & Resilience Funds
The
strategy also integrates dedicated Climate and Resilience Funds, which
co-finance essential components of the JIWG, such as climate resilience
initiatives. Collaborative funding efforts underscore a commitment to long-term
climate resilience and are crucial in facilitating investments that address
both infrastructural needs and ecological sustainability within water
management systems.
F. Private Co-Financing via PPPs
The utilisation
of public-private partnerships (PPPs) is an essential aspect of the JIWG’s
financing mechanism. These partnerships focus on critical projects such as
smart metering infrastructure and water service improvement initiatives. By
aligning PPP contracts with performance-based financing incentives linked to
verified KPIs, the JIWG encourages accountability and incentivises private
sector engagement to meet performance targets.
The
implementation of tailored PPP arrangements facilitates the effective sharing
of risks and rewards between public and private entities, thereby enhancing the
viability and efficiency of water service delivery.
The blended
finance stack exemplifies a comprehensive and strategic approach to mobilising
financial resources for the Java Integrated Water Grid. By integrating MDB
financing, government budgets, innovative levies, green bonds, climate funds,
and PPPs, the JIWG aims to create a resilient funding framework that is
responsive to the challenges posed by climate change while ensuring equitable
access to water for all. Such a multifaceted approach is critical in advancing
the region's water management goals while aligning with broader sustainability
initiatives and climate resilience objectives.
By
2035, the donor co-financing strategy will prove that blended capital can
transform ambition into measurable impact. A USD 7.7B program funded by MDBs,
government, AMDK levies, ESG investments, and climate funds enables 98%
universal water access. It cuts 35–45% NRW losses, unlocking USD 520M each year
for reinvestment. It drives 90% PET recovery and installs 1,500 refill stations
that sustain equity for households. It protects communities from climate shocks
while ensuring inclusive service delivery. This program delivers triple
dividends: climate resilience, social equity, and sustainable returns, positioning
Java’s water future as Southeast Asia’s most compelling donor-backed
transformation.
From Fragmented Systems to a
Smart, Circular, and Equitable Water Grid
The
successful implementation of the Java Integrated Water Grid (JIWG) requires a
carefully sequenced transformation over three strategic phases from 2025 to
2035. A phased approach will ensure that
policy reforms, digital infrastructure enhancements, AMDK circularity
initiatives, and Stakeholders deploy other relevant measures in a structured,
effective, and scalable environment.
Phase 1 (2025–2027) — Setup
& Pilots
“Laying the
Foundations”
Action Area: Institutional Setup
- Key Deliverables
- PJT-Jawa
Holding Formally Established:
The establishment of PJT-Jawa Holding will provide a stable governance framework to oversee and coordinate various aspects of the JIWG, creating a transparent chain of accountability and promoting effective collaboration among stakeholders (Zhang et al., 2021). - Sign
Performance-Based Contracts with PDAMs:
By implementing performance-based contracts, the initiative will ensure that Authorities incentivise local water utilities (PDAMs) to meet specific service delivery targets. Mechanism ties financial compensation to key performance indicators (KPIs) to maintain high standards of water management (Macchiaroli et al., 2023). - Define
Tariff Methodology & EPR Guidelines:
Establishing a clear tariff structure and Extended Producer Responsibility (EPR) guidelines will promote transparency and fairness in pricing strategies while ensuring that bottled water producers contribute to the sustainable management of water resources (Okta & Mais, 2024).
Action Area: Digital Twin Pilot
- Key Deliverables
- Launch
10 DMA Pilots:
Deploying ten District Metered Areas (DMAs) will provide data essential for monitoring water losses and optimising distribution networks. The pilot projects will reveal best practices for NRW reduction initiatives (Lee et al., 2015). - Deploy
IoT Sensors in 5 Urban PDAMs:
The introduction of IoT technology will enable real-time data collection and monitoring, allowing for improved operational decision-making and management of water resources (Dadson et al., 2017). - Integrate
Early Warning Climate Modules:
By incorporating early warning systems into the digital infrastructure, the JIWG will enhance its capacity to respond proactively to climate threats, thereby increasing resilience against adverse weather conditions (Borgomeo et al., 2016).
Action Area: NRW Reduction
- Key Deliverables
- Conduct
Baseline NRW Audits:
Establishing a baseline through comprehensive audits will provide a foundation for measuring the effectiveness of subsequent NRW reduction efforts, facilitating a targeted approach to loss minimisation (Maftouh et al., 2022). - Launch
100 DMA Pilots:
Building on initial pilot projects, expanding the number of DMAs to 100 will further enhance system monitoring capabilities and encourage widespread adoption of NRW reduction strategies (Bao et al., 2018). - Introduce
Smart Metering in 10% of Households:
Implementing smart meters will create greater visibility into household water consumption, enabling better management practices and proactive responses to emerging water usage trends (Orinya et al., 2024).
Action Area: AMDK Transition
- Key Deliverables
- Require
Year 1 Baseline Disclosure:
Mandating baseline reporting for bottled water firms will enhance visibility into their production practices, facilitating compliance with sustainability standards and transparency (Persad et al., 2020). - Enforce
≥30% Bulk Sourcing by End of Phase 1:
Enforcing the requirement for a minimum of 30% bulk sourcing will promote environmentally sustainable practices within the AMDK sector, thereby reducing reliance on single-use plastics (Gorelick et al., 2020). - Design
Levy Collection Mechanisms:
Implementing robust systems for collecting levies will generate funds necessary for funding sustainability initiatives, such as recycling and refill station deployment (Kahil et al., 2018).
Action Area: Equity Fund Setup
- Key Deliverables
- Establish
Java Water Equity Fund:
Creating the Java Water Equity Fund will ensure that underserved communities have access to affordable water through targeted investments and subsidies (Howard et al., 2016). - Begin
Financing 50L/day Lifeline Subsidies:
Introducing lifeline subsidies for households requiring 50 litres per day will directly reduce the financial burden on low-income households while promoting equitable access to water services (Ben‐Amar & Chelli, 2018). - Pilot
Refill Stations in 3 Cities:
Launching refill stations in selected urban areas will facilitate easier access to clean drinking water, thus decreasing dependency on bottled alternatives and enhancing sustainability (Lara et al., 2017).
|
Action Area |
Key Deliverables |
|
Institutional
Setup |
-
PJT-Jawa Holding formally established. |
|
Digital
Twin Pilot |
- Launch 10
DMA pilots. |
|
NRW
Reduction |
- Conduct
baseline NRW audits. |
|
AMDK
Transition |
- Require
Year 1 baseline disclosure. |
|
Equity
Fund Setup |
-
Establish Java Water Equity Fund. |
- PJT-Jawa Operational
with Active PDAM Integration Contracts:
By the end of Phase 1, PJT-Jawa should be fully operational, fostering active engagement and collaboration with local water utilities. - Digital Twin Online for
Initial Monitoring Across 3 Basins:
A functioning Digital Twin platform will facilitate real-time monitoring and management capabilities, enhancing operational efficiency (Qassim et al., 2023). - NRW reduced from 45% to
approximately 35% in Pilot Districts:
Effective implementation of NRW reduction strategies will minimise losses, demonstrating the financial and operational gains achievable through the JIWG initiative (Ruiters & Amadi-Echendu, 2023). - 30% AMDK Bulk Sourcing
Achieved in Stress Basins:
The phased compliance requirements will ensure that significant progress is made in implementing bulk sourcing practices among bottled water producers (Berlian et al., 2024). - Java Water Equity Fund
Activated, Benefiting Approximately 1 Million Low-Income Households:
Activation of the equity fund will directly support access to water for vulnerable communities, ensuring enhanced social equity (Qadri et al., 2024).
Phase 1 of
the Java Integrated Water Grid roadmap sets the foundational structure
necessary for sustainable water management in Java. Through institutional
establishment, digital pilots, NRW reduction initiatives, AMDK compliance, and
the creation of an equity fund, the groundwork is being laid for a
comprehensive transformation towards a bright, circular, and equitable water
system that meets the needs of all citizens.
Phase 2 (2028–2031) —
Integration & Upgrades
“Connecting
the Grid”
Phase 2 of
the Java Integrated Water Grid (JIWG) focuses on scaling up digital
integration, enhancing non-revenue water (NRW) reduction programs, expanding
refill station deployments, and enforcing compliance among AMDK (bottled water)
producers. Phase aims to embed environmental, social, and governance (ESG)
safeguards while leveraging donor co-financing mechanisms.
Key Objectives
- Expand the Digital Twin
to Cover All PDAMs:
The goal is to extend the Digital Twin technology across all public water service providers (PDAMs), facilitating real-time monitoring and integrated management of the water system. Technology will support enhanced decision-making and operational efficiency (Mukhacheva et al., 2022). - Accelerate NRW
Reductions through DMA Upgrades and Smart Metering:
Significant efforts will focus on reducing NRW to less than 22% across integrated PDAMs by upgrading District Metered Areas (DMAs) and deploying innovative metering technologies. These initiatives will provide actionable data for optimising water distribution and minimising losses (Moshood et al., 2021). - Scale Refill Station
Deployments and PET Recovery Infrastructure:
Building on the pilot phase, the project will expand refill station deployments and enforce infrastructure necessary for effective PET recovery, thereby contributing to a circular economy and reducing plastic waste (Deli et al., 2024). - Achieve Climate
Adaptation Readiness Across All Districts:
The objective emphasises enhancing the resilience of water systems against climate threats through integrated planning and infrastructure improvements (Li & Brennan, 2024).
Action Area: Digital Integration
- Key Deliverables
- Full
Rollout of Digital Twin Across All Basins:
Complete deployment of the Digital Twin system will allow for comprehensive monitoring and management of all water supply systems within Java, enhancing the ability to predict and respond to operational challenges (Li et al., 2023). - 65%
Smart Metering Coverage:
Expanding witty metering coverage to 65% of households will significantly enhance visibility into water consumption patterns, allowing for better resource management and consumer engagement (Alexandridis et al., 2024). - IoT-Enabled
PET Recovery Dashboards Operational:
Implementing IoT technology for tracking PET recovery will enable real-time management, optimising compliance with recycling initiatives (Yun et al., 2024).
Action Area: NRW War Program
- Key Deliverables
- Establish
500 DMA Zones:
The establishment of 500 DMA zones will facilitate targeted interventions for NRW reduction, optimising operational efficiency in high-loss areas (su, 2024). - Deploy
Pressure Automation Systems:
Implementing pressure automation systems will help manage and control water pressure throughout the distribution network, reducing leakage and enhancing service delivery (Egorov et al., 2021). - Reduce
NRW to ≤22% Across Integrated PDAMs:
Focused efforts to reduce NRW below 22% will be critical in achieving financial sustainability and improving water supply reliability (Lin & Low, 2023).
Action Area: AMDK Circularity
- Key Deliverables
Enforcing regulations that require at least 50% of water sourced by AMDK
producers to come from bulk sourcing will contribute to reducing reliance on
single-use plastics and groundwater depletion (Oehlschläger et al., 2023).
- Operationalise
Producer Responsibility Organisation (PRO):
Establishing a PRO will facilitate compliance among bottled water producers in managing PET recovery and ensuring environmental accountability in their operations (Berroir et al., 2023). - Achieve
≥70% PET Recovery:
Increasing PET recovery rates to 70% will significantly alleviate pressure on landfills and promote sustainable waste management practices (Johnson & Saikia, 2024).
Action Area: Refill Infrastructure
- Key Deliverables
Stakeholders will implement a total of 1,000 refill stations to enhance
access to affordable drinking water for urban populations and reduce dependence
on bottled water (Kim et al., 2025).
- Ensure
IoT-Enabled Real-Time Quality Monitoring:
Installing systems for real-time monitoring of water quality at refill stations will ensure safety and reliability, fostering public confidence in refill infrastructure (Kenett & Bortman, 2021). - Expand
Services into Peri-Urban and Rural Clusters:
Extending services to peri-urban and rural areas will promote equitable access to clean water and enhance the resilience of underserved communities (Rigó et al., 2024).
Action Area: Climate Resilience
- Key Deliverables
- Integrate
Drought/Flood Contingency Modules into the Digital Twin:
Incorporating contingency modules will enhance preparedness for climate-related events, allowing for timely responses and resource reallocation during emergencies (Qiao et al., 2024). - Establish
District-Level Adaptation KPIs:
Setting clear KPIs for climate adaptation at the district level will facilitate performance tracking and accountability, ensuring resilience measures are effectively implemented (Mohammed et al., 2022). - Co-Finance
Resilience Hubs with GCF & ESG Investors:
Collaborative funding initiatives with the Green Climate Fund (GCF) and ESG investors will support the development of resilience hubs equipped to address local climate challenges (Rajan & Li, 2024).
|
Action Area |
Key Deliverables |
|
Digital
Integration |
- Full
rollout of Digital Twin across all basins. |
|
NRW War
Program |
-
Establish 500 DMA zones. |
|
AMDK
Circularity |
- Enforce
≥50% bulk sourcing by 2030. |
|
Refill
Infrastructure |
- Deploy 1,000
refill stations by 2030. |
|
Climate
Resilience |
-
Integrate drought/flood contingency modules into the Digital Twin. |
- 90% PDAM Integration
Achieved Under PJT-Jawa:
By the end of the phase, stakeholders will integrate PDAMs significantly into the PJT-Jawa framework, promoting coordinated management across the water supply system. - Digital Twin Fully
Operational for Real-Time Monitoring:
The Digital Twin will be fully operational, providing vital data for ongoing assessments and strategic planning (Chen, 2024). - NRW Reduced from 35% to
≤22% Across Java:
Effective implementation of NRW reduction strategies will result in a substantial decrease in water losses, improving overall efficiency (Siew et al., 2023). - 50% AMDK Bulk Sourcing,
Mitigating Groundwater Depletion:
Compliance with bulk sourcing regulations among AMDK producers will contribute to sustainable water use practices and protect groundwater sources (Elbouzidi et al., 2023). - 1,000 Refill Stations
Operational, Covering 70% of Urban Demand:
The rollout of refill stations will facilitate greater access to clean drinking water for urban populations while decreasing reliance on bottled alternatives (Xie et al., 2021). - PET Recovery Reaches
≥70%, Reducing Landfill Pressure Significantly:
Achieving a PET recovery rate of 70% will markedly reduce landfill waste and promote circular economic practices within the water sector (Neethirajan & Kemp, 2021).
Phase 2 of
the Java Integrated Water Grid initiative represents a critical step towards
modernising the water infrastructure in Java through enhanced integration,
compliance, and sustainability efforts. By focusing on scaling digital
solutions, reducing NRW, and promoting circularity in the bottled water sector,
the phase aims to create a comprehensive, adaptable, and efficient water grid
capable of addressing current and future challenges.
Phase 3 (2032–2035) — Smart Grid at Scale
“Delivering One Island • One System • One Guarantee”
In the final phase, the Integrated Water Grid operates as a fully
digitised, circular, climate-resilient ecosystem, achieving universal
access and financial sustainability.
- Complete
full-scale smart grid deployment.
- Ensure
universal, equitable access to safe drinking water.
- Achieve
a circular AMDK ecosystem with 90% PET recovery.
- Operationalise
climate-ready water management across all districts.
|
Action Area |
Key Deliverables |
|
Smart
Grid at Scale |
- 90% witty
metering coverage. |
|
NRW
Optimization |
- Reduce
NRW to ≤15% by 2035. |
|
AMDK
Circular Economy |
- Enforce
≥85% bulk sourcing. |
|
Equity
& Affordability |
-
Guarantee 50L/day lifeline access for 10M+ low-income households. |
|
Climate
Resilience |
- Digital
Twin is fully climate-adaptive. |
- ≥98%
household access to safe, affordable water.
- NRW
≤15%, unlocking USD 520M/year in efficiency dividends.
- 1,500+
refill stations operational, ensuring universal access to safe
drinking water.
- ≥85%
AMDK bulk sourcing achieved, protecting groundwater
sustainability.
- 90%
PET recovery positions Java as a global leader in
circular water governance.
- Digital
Twin is fully AI-enabled, ensuring predictive, climate-resilient
operations.
- Java
Water Equity Fund sustainably finances universal lifeline
services.
Phase 3 (2032–2035) — Smart Grid at Scale
“Delivering
One Island • One System • One Guarantee”
In the
final phase of the Java Integrated Water Grid (JIWG), the focus shifts to
operating as a fully digitised, circular, and climate-resilient ecosystem,
ultimately achieving universal and equitable access to safe drinking water
while ensuring financial sustainability.
Key Objectives
- Complete Full-Scale
Smart Grid Deployment:
The objective aims to finalise the implementation of smart grid technologies across the entire water supply network, enabling enhanced management of resources and efficiency. - Ensure Universal,
Equitable Access to Safe Drinking Water:
The goal is to facilitate access to high-quality drinking water for every household, focusing on fairness, particularly for marginalised communities. - Achieve Circular AMDK
Ecosystem with 90% PET Recovery:
Promoting a circular economy in the bottled water sector ensures that at least 90% of PET bottles are recycled and reused, greatly minimising plastic waste. - Operationalise
Climate-Ready Water Management Across All Districts:
The goal involves the institutionalisation of practices that prepare the water management systems to adapt to and mitigate the impacts of climate change effectively.
Action Area: Smart Grid at Scale
- Key Deliverables
- 90%
Smart Metering Coverage:
Complete deployment of smart meters across the grid will facilitate accurate water consumption tracking, reducing wastage and enhancing billing accuracy (Gadzali et al., 2023). - Predictive
Digital Twin Dashboards Integrated with AI Analytics:
Utilising predictive analytics through AI algorithms will enhance real-time decision-making, allowing for proactive maintenance and resource allocation based on real-time data predictions (Djakman & Siregar, 2024). - Complete
IoT Integration for Quality, Pressure, and NRW Optimisation:
Ensuring that Internet of Things (IoT) fully integrated technologies will allow continuous monitoring of water quality and pressure, ultimately optimising operational efficiency and reducing non-revenue water (NRW) (Ljubič, 2023).
Action Area: NRW Optimisation
- Key Deliverables
target represents significant
progress in optimising water distribution and reducing losses, positioning the
grid as a reliable water supply system (Palad, 2023).
- Achieve
Real-Time NRW Tracking via AI-Enabled Sensors:
Implementing AI-driven sensors will facilitate immediate detection of leaks and inefficiencies within the system, enabling rapid mitigation strategies (Palkina, 2021). - Monetise
NRW Savings (~IDR 8T/year Reinvested):
The financial gains from reduced NRW will be reinvested into infrastructure improvements, sustainability initiatives, and community programs, further enhancing the system (Azieva et al., 2021).
Action Area: AMDK Circular Economy
- Key Deliverables
- Enforce
≥85% Bulk Sourcing:
Compliance among AMDK producers for bulk sourcing will contribute significantly to sustainability efforts, reducing single-use plastic consumption and groundwater depletion (Ciliberti et al., 2023). - Operate
1,500+ Refill Stations Nationwide:
Achieving a network of 1,500 refill stations will enhance access to safe drinking water and support the circular economy by encouraging local refill solutions over bottled water consumption (Leskina et al., 2022). - Reach
≥90% PET Recovery with Closed-Loop Recycling:
Establishing an effective closed-loop recycling system will ensure that the majority of PET produced is collected, processed, and reused, positioning Java as a leader in circular water governance (Wrede et al., 2020).
Action Area: Equity & Affordability
- Key Deliverables
- Guarantee
50L/day Lifeline Access for 10M+ Low-Income Households:
Sustained financial support and policy implementation will ensure that each qualifying household has access to at least 50 litres of safe drinking water per day (Roshchin et al., 2022). - Fully
Finance Lifeline Subsidies via Levies + NRW Savings:
The financing model will sustainably fund subsidies through levies on water use and savings from NRW optimisation(Jin et al., 2024). - Publish
Annual Equity Impact Reports:
Regular reporting on equity measures, impact investments, and outcomes will foster transparency and accountability, assuring the community of the project’s commitment to inclusivity (Crișan & Stanca, 2021).
Action Area: Climate Resilience
- Key Deliverables
- Digital
Twin Fully Climate-Adaptive:
The Digital Twin system will simulate various climate scenarios and develop adaptive strategies, ensuring preparedness and resilience against climate variations (Hoolohan et al., 2021). - Emergency
Inter-Basin Transfers Automated:
Automating transfer protocols will streamline responses to water shortages during climate emergencies, ensuring timely support between districts (Логунова et al., 2020). - Zero-Downtime
Resilience Hubs Operational:
Functioning resilience hubs will be critical in guaranteeing uninterrupted water services during adverse climate events, contributing to the community's preparedness (Dias et al., 2021).
|
Action Area |
Key Deliverables |
|
Smart
Grid at Scale |
- 90% witty
metering coverage. |
|
NRW
Optimization |
- Reduce
NRW to ≤15% by 2035. |
|
AMDK
Circular Economy |
- Enforce
≥85% bulk sourcing. |
|
Equity
& Affordability |
-
Guarantee 50L/day lifeline access for 10M+ low-income households. |
|
Climate
Resilience |
- Digital
Twin is fully climate-adaptive. |
- ≥98% Household Access
to Safe, Affordable Water:
The initiative will effectively deliver a remarkable level of water accessibility to households across Java, surpassing contemporary benchmarks (Alexandridis et al., 2024). - NRW ≤15%, Unlocking USD
520M/Year in Efficiency Dividends:
Stakeholders will reinvest significant financial savings from increased efficiency in enhancing the water distribution network (Pronchakov et al., 2022). - 1,500+ Refill Stations
Operational, Ensuring Universal Access to Safe Drinking Water:
These refill stations will dramatically improve public access to clean water, addressing disparities in water access (Mokhtar et al., 2020). - ≥85% AMDK Bulk Sourcing
Achieved, Protecting Groundwater Sustainability:
Compliance with bulk sourcing will demonstrate a significant shift toward sustainable practices within the bottled water industry (Carriço et al., 2023). - 90% PET Recovery
Positions Java as a Global Leader in Circular Water Governance:
Achieving high PET recovery rates will set a global example for managing plastic waste and promoting a circular economy (Li & Zhang, 2025). - Digital Twin Fully
AI-Enabled, Ensuring Predictive, Climate-Resilient Operations:
With a fully operational Digital Twin capable of predictive analytics, the water system will effectively adapt to challenges and optimise operations (Ghi et al., 2022). - Java Water Equity Fund
Sustainably Finances Universal Lifeline Services:
The long-term viability of the Java Water Equity Fund will support ongoing investments in social equity programs, ensuring access to water for low-income communities (Sun, 2024).
Phase 3 of
the Java Integrated Water Grid is the culmination of an extensive journey
towards realising a comprehensive, digitised, and equitable water supply system
in Java. By focusing on sustainability, equity, and resilience, the phase aims
to establish a water ecosystem that not only provides reliable services but
also sets a benchmark for future water governance initiatives globally.
The
Java Integrated Water Grid 2035 advances through a carefully staged roadmap
that drives lasting transformation. In Phase 1 (2025–2027), leaders establish
PJT-Jawa, test Digital Twin pilots, and frame NRW and AMDK systems. In Phase 2
(2028–2031), they integrate digital platforms, expand circularity
infrastructure, deploy refill solutions, and embed resilience. In Phase 3
(2032–2035), they scale into a Smart Grid that guarantees universal access,
powers a circular AMDK economy, and withstands climate shocks. By 2035, Java
commands “One Island • One System • One Guarantee” — a unified, inclusive, and
climate-resilient water ecosystem that secures its future.
9. Regional Impact Map Concept
Visualising the Transformation
of Java’s Water Ecosystem
A regional impact mapping system incorporating geospatial
data will support the Java Integrated Water Grid 2035, real-time inputs from Internet of Things (IoT) devices, and predictive
analytics derived from digital twin technologies specific to water management. An
interactive, multi-layered visualisation tool will provide decision-makers,
investors, and communities with insights into the extent of reforms, their
progress, and the impacts across districts and basins. By visualising key
performance indicators (KPIs) and vital statistics, the Regional Impact Map
will enhance communication and stakeholder engagement regarding the ongoing
transformation of Java’s water ecosystem.
The Regional Impact Map features
several critical geospatial layers, each linked directly to digital dashboards
and KPI tracking systems that capture the real-time status of various
components within the Integrated Water Grid.
A. NRW
Hotspots
- Objective: Identify and track
high-loss service areas with excessively high non-revenue water (NRW)
levels.
- Data Integration:
- IoT-Enabled DMAs Stream Real-Time NRW Data:
District Metered Areas (DMAs) equipped with IoT devices will continuously transmit data regarding water loss, allowing for timely interventions (Zhang et al., 2021). - Red, Amber, Green Zones: Identify Performance Gaps and Leakage
Risks:
Colour-coded zones will represent areas based on their performance relative to NRW targets, offering a visual indication of priority areas for intervention (Macchiaroli et al., 2023). - Use:
- Prioritise Investments in Pipeline Retrofits:
Identifying NRW hotspots will facilitate targeted investments in critical infrastructure upgrades, ensuring that stakeholders allocate financial resources efficiently to combat water loss (Okta & Mais, 2024).
The benchmarking process will encourage
transparency and accountability among public water service providers (PDAMs),
fostering competition and continuous improvement (Lee et al., 2015).
- Impact: Enables targeted
funding and results-based NRW contracts, with resources directed to the
areas where they are most needed to achieve efficient water use.
B. AMDK
Plants & Bulk Sourcing Compliance
- Objective: Monitor AMDK (bottled
water) groundwater extraction and enforce compliance with bulk sourcing
mandates.
- Data Integration:
- Map All AMDK Facilities:
Comprehensive mapping of AMDK plants, including parameters such as extraction volumes and recovery KPIs, will be available on the Regional Impact Map (Dadson et al., 2017). - Overlay Bulk Water Transmission Networks Managed by PJT-Jawa:
Connections between water extraction points and transmission networks will facilitate an understanding of large-scale water flows and sourcing compliance (Borgomeo et al., 2016). - Use:
- Enforce Phased AMDK Transition:
The implementation pathway will mandate that producers meet compliance targets, improving groundwater sustainability efforts in Java (Maftouh et al., 2022). - Track PET Recovery Rates and Refill Station Co-Financing
Compliance:
Continuous monitoring will ensure accountability for both groundwater extraction and PET recovery initiatives (Bao et al., 2018). - Impact: Fosters real-time
accountability for AMDK firms, ensuring adherence to sustainable practices
that protect groundwater resources.
C. Bulk
Water Links & Inter-Basin Transfers
- Objective: Visualise
interconnected water flows between surplus and deficit regions to
facilitate optimal management of water resources.
- Data Integration:
- Map Bulk Transmission Pipelines, Dams, and Reservoirs:
Detailed mapping of water infrastructure supports understanding resource distribution across zones (Orinya et al., 2024). - Overlay Hydrological Stress Indicators Modelled within Digital
Twins:
Indicators of hydrological stress will be integrated to display areas under strain, enabling proactive management of water supplies during fluctuating demand (Persad et al., 2020). - Use:
- Optimise Cross-Basin Transfer Protocols:
Effective management of inter-basin transfers, especially during periods of drought and flood, will ensure resilient operational continuity (Gorelick et al., 2020). - Model Climate Resilience Scenarios Under Multiple Rainfall and
Demand Conditions:
Comprehensive modelling will allow for advanced planning in response to climatic events, informing decision-making processes (Kahil et al., 2018). - Impact: Supports predictive,
climate-ready decision-making that enhances preparedness for environmental
challenges.
D. Refill
Station Rollout & PET Circularity
- Objective: Showcase the
transition towards a circular AMDK ecosystem by mapping refill station
deployments and plastic recovery efforts.
- Data Integration:
- The layer will use
geospatial data to identify newly planned refill stations and track their
operational status through the Regional Impact Map (Howard et al., 2016).
- Link PET Collection Hubs and Recycling Infrastructure Locations:
Visual connections between refill stations and PET recovery facilities will support circular practices aimed at reducing plastic waste (Ben‐Amar & Chelli, 2018). - Use:
- Identify Coverage Gaps for Underserved Communities:
Targeted analysis will highlight areas that lack sufficient coverage, ensuring equitable access to refill infrastructure for all community members (Lara et al., 2017). - Track Real-Time PET Recovery KPIs for Each Region:
Continuous monitoring of PET recovery progress will provide data to assess compliance with sustainability goals (Qassim et al., 2023). - Impact: Demonstrates
measurable progress in plastic recovery, refill adoption, and
affordability gains, aligning with circular economy principles within the
AMDK sector.
The Regional Impact Map concept
is an essential tool for visualising the ambitious undertaking of the Java
Integrated Water Grid. By integrating geospatial data, IoT inputs, and
predictive analytics, Stakeholders will make informed decisions that enhance
the overall management of Java’s water resources. Multi-layered visualisation
will play a crucial role in tracking progress and fostering accountability for
sustainability goals, ultimately supporting the transformation of Java’s water
ecosystem into an innovative, resilient, and equitable grid.
The
Regional Impact Map functions as both a decision-support tool and a donor
engagement platform, enabling stakeholders to track, plan, and communicate
progress transparently throughout the Java Integrated Water Grid initiative.
A. Visualisation Features
The
Regional Impact Map offers several advanced visualisation features that enhance
data accessibility and usability for various stakeholders:
- Interactive GIS
Dashboard:
The map allows users to zoom into province, district, and basin-level data. A localised approach enables stakeholders to focus on specific areas of interest and gain insights relevant to their needs (Gong, 2019). - KPI Tracking Overlay:
Live metrics on critical performance indicators, including non-revenue water (NRW) levels, refill rollout progress, PET recovery rates, and witty metering coverage, will be prominently displayed. These KPIs are essential for assessing the success of the implemented strategies in real-time (Guerrero et al., 2021). - Digital Twin
Integration:
The Regional Impact Map provides AI-enabled forecasts for various scenarios, including demand surges, droughts, and floods. Capability allows stakeholders to anticipate and plan for future challenges effectively (Revinova, 2021). - Multi-Stakeholder
Access:
Customised dashboards for different user groups—including donors, regulators, water supply companies (PDAMs), bottled water companies (AMDK), and communities—ensure that each stakeholder can access the information most pertinent to them. Targeted access promotes better engagement and informed decision-making across sectors (AlAli et al., 2023).
B. Use Cases
The
Regional Impact Map provides various use cases that align with the objectives
of different stakeholders. Each user group can leverage the platform to meet
specific goals:
- Policymakers:
Objective: Align regional priorities with national SDG targets.
Use of Map: Identify NRW hotspots, refill coverage gaps, and groundwater stress basins to guide policy formulation and resource allocation decisions (Alkan & Kamaşak, 2023). - Donors &
Multilateral Development Banks (MDBs):
Objective: Track ROI and ESG-aligned impact metrics.
Use of Map: Visualise PET recovery rates, lifeline subsidy coverage, and carbon savings to assess the effectiveness of funded projects and ensure alignment with sustainability goals (Guerrero et al., 2021). - PDAM Operators:
Objective: Optimise operational decisions.
Use of Map: Access real-time monitoring of District Metered Areas (DMAs), pressure zones, and leak detection systems to enhance system efficiency and service delivery (Ospina et al., 2019). - AMDK Firms:
Objective: Meet Extended Producer Responsibility (EPR) compliance and PET recovery mandates.
Use of Map: Plan co-branding for refill stations and manage logistics for PET recovery to ensure compliance with sustainability regulations and enhance operational efficiency (Beverelli et al., 2020). - Communities:
Objective: Demand transparency and accountability.
Use of Map: Utilise public dashboards to access information regarding tariffs, refill pricing, and water quality data, thereby fostering trust in the water supply system (Mio et al., 2020).
|
User |
Objective |
Use of Map |
|
Policymakers |
Align
regional priorities with national SDG targets |
Identify
NRW hotspots, refill coverage gaps, and groundwater stress basins |
|
Donors
& MDBs |
Track ROI
and ESG-aligned impact metrics |
Visualise
PET recovery, lifeline subsidy coverage, and carbon savings |
|
PDAM
Operators |
Optimise operational
decisions |
Real-time
monitoring of DMAs, pressure zones, and leak detection |
|
AMDK
Firms |
Meet EPR
compliance & PET recovery mandates |
Plan
refill station co-branding and PET recovery logistics |
|
Communities |
Demand
transparency & accountability |
Public
dashboard for tariffs, refill pricing, and water quality data |
C. Strategic Benefits
The
Regional Impact Map's functionality drives several strategic benefits that
enhance the overall impact of the Java Integrated Water Grid:
- Transparency:
Real-time visibility into various KPIs builds trust among stakeholders, including donors, regulators, and citizens, fostering collaborative efforts toward water management (Mainali et al., 2018). - Accountability:
Performance-based contracts linked directly to digital KPIs provide enhanced accountability mechanisms for all stakeholders. Stakeholders meet commitments and use resources effectively (M et al., 2023). - Investment Prioritisation:
The map guides funding to high-impact regions based on real-time data analysis, ensuring that Stakeholders direct resources where they can achieve the most significant benefits(Motsidisi et al., 2023). - Donor Storytelling:
Visually demonstrating progress towards achieving the SDGs enhances storytelling capabilities for donors, enabling them to communicate their impact and scale climate finance initiatives effectively (Hossin et al., 2023).
The
Regional Impact Map serves as a transformative tool, enhancing the Java
Integrated Water Grid’s capacity to manage water resources sustainably and
equitably. By integrating visualisation technologies with strategic data
analytics, the initiative fosters engagement from diverse stakeholders while
ensuring the transparency and accountability necessary to achieve sustainable
development goals. A comprehensive approach not only underlines the commitment
to climate resilience but also addresses equity in providing clean water access
to all citizens across Java.
By
2035, the Regional Impact Map transforms into more than a dashboard — it
becomes the living compass of Java’s water future. It unites NRW hotspots, AMDK
circularity, bulk water flows, and refill access into a transparent,
interactive ecosystem. Donors, regulators, and citizens navigate real-time
insights, while Digital Twin simulations sharpen climate resilience. This
platform not only tracks progress but also directs smart investments with
unmatched precision. The Regional Impact Map cements Java as the global
benchmark for digitally integrated, circular, and inclusive water governance —
proving the enduring power of “One Island • One System • One Guarantee.”
REFERENCES
:
Abdallah Al-Naemi, Isam Shahrour (2019). Transformation of
the water system of the Education City in Doha into a smart water system. Matec
Web of Conferences, 295, 1003. EDP Sciences.
https://doi.org/10.1051/matecconf/201929501003
Abdelazim M. Negm, Xiandong Ma, George Aggidis (2023).
Review of leakage detection in water distribution networks. Iop Conference
Series Earth and Environmental Science, 1136(1), 12052. IOP Publishing.
https://doi.org/10.1088/1755-1315/1136/1/012052
Abdelrahman M. Farouk, Rahimi A. Rahman, Noor Suraya Romali
(2021). Non-revenue water reduction strategies: a systematic review. Smart and
Sustainable Built Environment, 12(1), 181-199. Emerald.
https://doi.org/10.1108/sasbe-04-2021-0071
Abdelrahman M. Farouk, Rahimi A. Rahman, Noor Suraya Romali
(2021). Non-revenue water reduction strategies: a systematic review. Smart and
Sustainable Built Environment, 12(1), 181-199. Emerald.
https://doi.org/10.1108/sasbe-04-2021-0071
Abderrahim Maftouh, Omkaltoume El Fatni, Siham Bouzekri,
Fateme Rajabi, Mika Sillanpää, Muhammad Hammad Butt (2022). Economic
feasibility of solar-powered reverse osmosis water desalination: a comparative
systemic review. Environmental Science and Pollution Research, 30(2),
2341-2354. Springer Science and Business Media LLC.
https://doi.org/10.1007/s11356-022-24116-z
Abhijit Chandratreya (2024). Sustainable water management
through green infrastructure. International Journal of Scientific Research in
Engineering and Management, 8(10), 2014-01-01 00:00:00. Indospace Publications.
https://doi.org/10.55041/ijsrem37795
Abigail M. York, Allain Barnett, Amber Wutich, Beatrice
Crona (2011). Household bottled water consumption in Phoenix: a lifestyle
choice. Water International, 36(6), 708-718. Informa UK Limited.
https://doi.org/10.1080/02508060.2011.610727
Adnane Drissi Elbouzidi, Abdelhakim Artiba, Robert Pellerin,
Samir Lamouri, EstefanÃa Tobón Valencia, Marie-Jane Bélanger (2023). The Role
of AI in Warehouse Digital Twins: Literature Review. Applied Sciences, 13(11),
6746. MDPI AG. https://doi.org/10.3390/app13116746
Alejandro Jiménez, Panchali Saikia, Ricard Giné Garriga,
Pilar Avello, James Leten, Birgitta Liss Lymer, Kerry Schneider, Robin Ward
(2020). Unpacking water governance: a framework for practitioners. Water,
12(3), 827. MDPI AG. https://doi.org/10.3390/w12030827
Alejandro Jiménez, Panchali Saikia, Ricard Giné Garriga,
Pilar Avello, James Leten, Birgitta Liss Lymer, Kerry Schneider, Robin Ward
(2020). Unpacking water governance: a framework for practitioners. Water,
12(3), 827. MDPI AG. https://doi.org/10.3390/w12030827
Ali Maksum, Sitti Zarina Alimuddin, Ahmad Sahide, Ali
Muhammad, Hilman Mahmud Akmal Ma’arif (2023). Agriculture and International
Organisations in Indonesia: A Twitter Analysis of FAO Indonesia. E3S Web of
Conferences, 444, 1001. EDP Sciences.
https://doi.org/10.1051/e3sconf/202344401001
Andrea Cominola, Khoi Nguyen, Matteo Giuliani, Rodney A.
Stewart, Holger R. Maier, Andrea Castelletti (2019). Data mining to uncover
heterogeneous water use behaviours from smart meter data. Water Resources
Research, 55(11), 9315-9333. American Geophysical Union (AGU).
https://doi.org/10.1029/2019wr024897
Ankit Anilkumar Maroli, Vaibhav S. Narwane, Rakesh D. Raut,
Balkrishna E. Narkhede (2020). Framework for the Implementation of an Internet
of Things (IoT)-Based Water Distribution and Management System. Clean
Technologies and Environmental Policy, 23(1), 271-283. Springer Science and
Business Media LLC. https://doi.org/10.1007/s10098-020-01975-z
Anna V. Mukhacheva, Maria N. Ugryumova, Irina S. Morozova,
Mikhail Yu. Mukhachyev (2022). Digital twins of the urban ecosystem to ensure
the quality of life of the population. , , . Atlantis Press.
https://doi.org/10.2991/aebmr.k.220208.047
Antonio Lara, Antonio Sánchez Soliño, María Gómez-Linacero
(2017). Analysis of infrastructure funds as an alternative tool for the
financing of public-private partnerships. , 16(3), 403-411. Pontificia
Universidad Catolica de Chile. https://doi.org/10.7764/rdlc.16.3.403
Arinto Nurcahyono, Fabian Fadhly Jambak, and Abdul Rohman
(2022). Shifting the water paradigm from social good to economic good and the
state’s role in fulfilling the right to water. F1000Research, 11, 490. F1000
Research Ltd. https://doi.org/10.12688/f1000research.111254.1
Blane D. Lewis (2015). Decentralising to villages in Indonesia:
money (and other) mistakes. Public Administration and Development, 35(5),
347-359. Wiley. https://doi.org/10.1002/pad.1741
Brijesh Mainali, Jyrki Luukkanen, Semida Silveira, Jari
Kaivoâ€oja (2018). Evaluating synergies and
trade-offs among sustainable development goals (SDGs): explorative analyses of
development paths in South Asia and sub-Saharan Africa. Sustainability, 10(3),
815. MDPI AG. https://doi.org/10.3390/su10030815
Cara Beal, Joe Flynn (2015). Toward the digital water age:
survey and case studies of Australian water utility smart-metering programs.
Utilities Policy, 32, 29-37. Elsevier BV.
https://doi.org/10.1016/j.jup.2014.12.006
Carlos Kamienski, Juha-Pekka Soininen, Markus Taumberger,
Stênio Fernandes, Attilio Toscano, Tullio Salmon Cinotti, Rodrigo Filev Maia,
André Torre Neto (2018). Swamp: an IoT-based smart water management platform
for precision irrigation in agriculture. , , 2025-06-01 00:00:00. IEEE.
https://doi.org/10.1109/giots.2018.8534541
Casey Brown, Jay R. Lund, Ximing Cai, Patrick M. Reed, Edith
Zagona, Avi Ostfeld, Jim W. Hall, Gregory W. Characklis, Winston Yu, L. D.
Brekke (2015). The future of water resources systems analysis: toward a
scientific framework for sustainable water management. Water Resources
Research, 51(8), 6110-6124. American Geophysical Union (AGU).
https://doi.org/10.1002/2015wr017114
Chaerul D. Djakman, Sylvia Veronica Siregar (2024). The impact
of maturity learning elements in enterprise risk management and corporate
social responsibility on the level of digital transformation. Business Strategy
& Development, 7(1), . Wiley. https://doi.org/10.1002/bsd2.346
Charles Xie, Chenglu Li, Xiaotong Ding, Rundong Jiang,
Shannon Sung (2021). Chemistry on the cloud: from wet labs to web labs. Journal
of Chemical Education, 98(9), 2840-2847. American Chemical Society (ACS).
https://doi.org/10.1021/acs.jchemed.1c00585
Chee Hui Lai, Ngai Weng Chan, Ranjan Roy (2017).
Understanding public perception of and participation in non-revenue water
management in Malaysia to support urban water policy. Water, 9(1), 26. MDPI AG.
https://doi.org/10.3390/w9010026
Chee Hui Lai, Ngai Weng Chan, Ranjan Roy (2017).
Understanding public perception of and participation in non-revenue water
management in Malaysia to support urban water policy. Water, 9(1), 26. MDPI AG.
https://doi.org/10.3390/w9010026
Chee Hui Lai, Ngai Weng Chan, Ranjan Roy (2017).
Understanding public perception of and participation in non-revenue water
management in Malaysia to support urban water policy. Water, 9(1), 26. MDPI AG.
https://doi.org/10.3390/w9010026
Chiara Mio, Silvia Panfilo, Benedetta Blundo (2020).
Sustainable development goals and the strategic role of business: a systematic
literature review. Business Strategy and the Environment, 29(8), 3220-3245.
Wiley. https://doi.org/10.1002/bse.2568
Claire Hoolohan, Godfred Amankwaa, Alison Browne, Adrian K.
Clear, Kirsty Holstead, Ruth Machen, Ola Michalec, Sarah Ward (2021).
Resocializing digital water transformations: outlining social science
perspectives on the digital water journey. Wiley Interdisciplinary Reviews
Water, 8(3). Wiley. https://doi.org/10.1002/wat2.1512
Cornelius Ruiters, Joe Amadi-Echendu (2023). Water Use
Pricing and Financing of Water Infrastructure Systems in South Africa.
Infrastructure Asset Management, 10(3), 157-170. Emerald.
https://doi.org/10.1680/jinam.21.00015
Cosimo Beverelli, Jürgen Kurtz, Damian Raess (2020).
International trade, investment, and the sustainable development goals. , , .
Cambridge University Press. https://doi.org/10.1017/9781108881364
D. Daniel, Dennis Djohan, Anindrya Nastiti (2021).
Interaction of factors influencing the sustainability of water, sanitation, and
hygiene (wash) services in rural Indonesia: evidence from small surveys of
wash-related stakeholders in Indonesia. Water, 13(3), 314. MDPI AG.
https://doi.org/10.3390/w13030314
Daniel Jaffee (2023). Unequal trust: bottled water
consumption, distrust in tap water, and economic and racial inequality in the United
States. Wiley Interdisciplinary Reviews Water, 11(2). Wiley.
https://doi.org/10.1002/wat2.1700
David Gorelick, Laurence Lin, Harrison B. Zeff, Young-Jae
Kim, James M. Vose, John W. Coulston, David N. Wear, Lawrence E. Band, Patrick
M. Reed, Gregory W. Characklis (2020). Accounting for adaptive water supply
management when quantifying climate and land cover change vulnerability. Water
Resources Research, 56(1). American Geophysical Union (AGU).
https://doi.org/10.1029/2019wr025614
Deni̇z Palalar Alkan, Rıfat Kamaşak (2023). The practice
of "sustainable development goals washing" in developing countries. ,
, . Acavent. https://doi.org/10.33422/6th.conferenceme.2023.03.150
Dika Fuji Okta, Rimi Gusliana Mais (2024). Sustainable
investment in the water sector: the role of accounting and finance in
attracting capital and supporting sustainable development goals. International
Journal of Social Science, 4(1), 121-128. Bajang Institute.
https://doi.org/10.53625/ijss.v4i1.7969
Dipak S. Gade (2021). Reinventing smart water management
systems through ICT and IoT-driven solutions for smart cities. International
Journal of Applied Engineering and Management Letters, 132-151. Srinivas
University. https://doi.org/10.47992/ijaeml.2581.7000.0109
Dominik Oehlschläger, Andreas H. Glas, Michael Eßig
(2023). Acceptance of digital twins of customer demands for supply chain
optimisation: an analysis of three hierarchical digital twin levels. Industrial
Management & Data Systems, 124(3), 1050-1075. Emerald.
https://doi.org/10.1108/imds-07-2023-0467
Donald W. Warburton, Pearl I. Peterkin, Karl F. Weiss, M.
Andrew Johnston (1986). Microbiological quality of bottled water sold in Canada.
Canadian Journal of Microbiology, 32(11), 891-893. Canadian Science Publishing.
https://doi.org/10.1139/m86-163
Donghun Kim, Gooâ€Young Kim, Sang
Do Noh (2025). Digital twin-based prediction and optimisation for dynamic
supply chain management. Machines, 13(2), 109. MDPI AG.
https://doi.org/10.3390/machines13020109
Edoardo Borgomeo, Mohammad Mortazaviâ€Naeini, Jim W. Hall, Michael O’Sullivan,
Tim Watson (2016). Tradingâ€off tolerable risk with climate
change adaptation costs in water supply systems. Water Resources Research,
52(2), 622-643. American Geophysical Union (AGU).
https://doi.org/10.1002/2015wr018164
Elad Salomons, Lina Sela, and Mashor Housh (2020). Hedging
for privacy in smart water meters. Water Resources Research, 56(9). American
Geophysical Union (AGU). https://doi.org/10.1029/2020wr027917
Elena Sergeyevna Palkina (2021). Conceptual basis for using
digital technologies to reduce transport costs in product pricing. E3S Web of
Conferences, 258, 2022. EDP Sciences.
https://doi.org/10.1051/e3sconf/202125802022
Eleonora I. Leskina, P. L. Altukhov, Elena B. Nozhkina,
Galina A. Mavlyutova, Yuliya V. Predeus, and P. S. Troekurov (2022). Digital
talent management for human capital development. , 385-391. European Publisher.
https://doi.org/10.15405/epsbs.2022.01.62
Emil Lucian Crișan, Liana Stanca (2021). The digital
transformation of management consulting companies: a qualitative comparative
analysis of the Romanian industry. Information Systems and E-Business
Management, 19(4), 1143-1173. Springer Science and Business Media LLC.
https://doi.org/10.1007/s10257-021-00536-1
Emmanuel Nong Buh, Roy Lyonga Mbua, Ukah Bonaventure Ngong
(2021). Potable Water Scarcity and Options for Effective Provision in Limbe
Municipality, Southwest Region, Cameroon. Journal of Geography, Environment and
Earth Science International, 2021-12-01 00:00:00. Sciencedomain International.
https://doi.org/10.9734/jgeesi/2021/v25i630290
Eoghan Clifford, Sean Mulligan, Joanne Comer, Louise Hannon
(2018). Flow-signature analysis of water consumption in nonresidential building
water networks using high-resolution and medium-resolution smart meter data:
two case studies. Water Resources Research, 54(1), 88-106. American Geophysical
Union (AGU). https://doi.org/10.1002/2017wr020639
Eva Mia Siska Yamamoto, Takahiro Sayama, Kaoru Takara
(2021). Impact of Rapid Tourism Growth on Water Scarcity in Bali, Indonesia.
Indonesian Journal of Limnology, 2(1), 2016-01-01 00:00:00. Masyarakat
Limnologi Indonesia. https://doi.org/10.51264/inajl.v2i1.14
F.J.S. Wijsen (2023). Reduce or refuse plastic? The
contribution of pesantren in Pasuruan. , , . Radboud University Press.
https://doi.org/10.54195/pkkr9573_ch15
Fabrice Berroir, Magdalena Pyszkowski, Omar Maatar, Nico
Mack (2023). Construction supply chain product data integration for lean and
green site logistics. , , . International Group for Lean Construction.
https://doi.org/10.24928/2023/0154
Faris Mohammed Alqahtani, Kostas Selviaridis, Mark Stevenson
(2024). How incentive alignment along the supply chain fosters incremental
innovation: evidence from defence performance-based contracts. International
Journal of Operations & Production Management, 45(6), 1250-1275. Emerald.
https://doi.org/10.1108/ijopm-01-2024-0064
Fatima Muhammad Qassim, Nabi Bux Jumani, Samina Malik
(2023). Role of administrators in blended learning in higher education
institutions. , 9(2), . Allama Iqbal Open University.
https://doi.org/10.30971/pjdol.v9i2.1896
Fengyu Bao, Igor Martek, Chuan Chen, Albert P.C. Chan, Yao
Yu (2018). Lifecycle performance measurement of public-private partnerships: a
case study in china’s water sector. International Journal of Strategic
Property Management, 22(6), 516-531. Vilnius Gediminas Technical University.
https://doi.org/10.3846/ijspm.2018.6048
Francesco Ciliberti, Luigi Berardi, Daniele Laucelli,
Giuseppe Mauro, Orazio Giustolisi (2023). We developed tailored complex network
centrality metrics for analysing water distribution networks. Iop Conference
Series Earth and Environmental Science, 1136(1), 12045. IOP Publishing.
https://doi.org/10.1088/1755-1315/1136/1/012045
Fransiska Fransiska (2022). Assessing the role of
water-related regulations and actors in the operation of a PDM (local drinking
water company). The Indonesian Journal of Planning and Development, 7(1),
2013-01-01 00:00:00. Institute of Research and Community Services Diponegoro
University (LPPM UNDIP). https://doi.org/10.14710/ijpd.7.1.1-13
Fuhua Sun, Juqin Shen, Jian Ji, Li Xu, Zu Feng (2011). The
multi-agent simulation examines the impact of the blue-green algae event in
Taihu Lake on the prices of bottled water in Wuxi City. IEEE.
https://doi.org/10.1109/icm.2011.166
Geda Jebel Ababulgu, Zerihun Ayenew Birbirsa, Misganu
Getahun Wodajo (2025). Beyond Greenwashing: Green Supply Chain Management,
Environmental Performance, and Economic Success in Ethiopia's Bottled Water
Industry. Journal of Future Sustainability, 5(3), 141-152. Growing Science.
https://doi.org/10.5267/j.jfs.2025.6.001
Geeta Persad, Daniel L. Swain, Claire Kouba, J. Pablo
Ortizâ€Partida (2020). Inter-model agreement on
projected shifts in California hydroclimate characteristics is critical to
water management. Climatic Change, 162(3), 1493-1513. Springer Science and
Business Media LLC. https://doi.org/10.1007/s10584-020-02882-4
Georg Meran, Markus Siehlow, Christian von Hirschhausen
(2020). Integrated water resource management: principles and applications. ,
23-121. Springer International Publishing.
https://doi.org/10.1007/978-3-030-48485-9_3
Gideon Johannes Bonthuys, Marco van Dijk, Giovanna Cavazzini
(2020). Energy recovery and leakage-reduction optimisation of water
distribution systems using hydro turbines. Journal of Water Resources Planning
and Management, 146(5). American Society of Civil Engineers (ASCE).
https://doi.org/10.1061/(asce) wr 1943-5452.0001203
Gladys Motsidisi, Bafubiandi Antoine, F Mulaba-Bafubiandi
(2023). Matching selected United Nations Sustainable Development Goals to the
societal impact of academic laboratories at an institution of higher learning:
the mineral processing and analytical laboratories. , , . International
Institute of Chemical, Biological & Environmental Engineering (IICBEE).
https://doi.org/10.17758/iicbe5.c1123065
Godfred O. Boateng, Shalean M. Collins, Patrick Mbullo
Owuor, Pauline Wekesa, Maricianah Onono, Torsten B. Neilands, Sera L. Young
(2018). A novel household water insecurity scale: procedures and psychometric
analysis among postpartum women in western Kenya. Plos One, 13(6), e0198591.
Public Library of Science (PLoS). https://doi.org/10.1371/journal.pone.0198591
Gopika Rajan, Songnian Li (2024). Smart building digital
twin for interior water distribution system management. The International
Archives of the Photogrammetry Remote Sensing and Spatial Information Sciences,
XLVIII-4-2024, 373-379. Copernicus GmbH. https://doi.org/10.5194/isprs-archives-xlviii-4-2024-373-2024
Guy Howard, Roger Calow, Alan MacDonald, Jamie Bartram
(2016). Climate change and water and sanitation: likely impacts and emerging
trends for action. Annual Review of Environment and Resources, 41(1), 253-276.
Annual Reviews. https://doi.org/10.1146/annurev-environ-110615-085856
Hajar Maseeh Yasin, Subhi R. M. Zeebaree, Mohammed A. M.
Sadeeq, Siddeeq Y. Ameen, Ibrahim Mahmood Ibrahim, Rizgar R. Zebari, Rowaida
Khalil Ibrahim, Amira Bibo Sallow (2021). IOT and ICT-Based Smart Water
Management, Monitoring, and Controlling System: A Review. Asian Journal of
Research in Computer Science, 42-56. Sciencedomain International.
https://doi.org/10.9734/ajrcos/2021/v8i230198
Hangrengga Berlian, Bram Hertasning, Hibnu Nugroho, Decky
Subarja, Azhari Aziz Samudra (2024). Development of economic supporting
infrastructure in the nation's capital: a proposal using a crowdfunding scheme.
Journal of Law and Sustainable Development, 12(3), e3279. Brazilian Journals.
https://doi.org/10.55908/sdgs.v12i3.3279
Hari Setiabudi Husni, Ford Lumban Gaol, Suhono Harso
Supangkat, Benny Ranti (2022). Digital Twin Concept for Indonesia's Digital
Government Information Technology Governance. International Journal of Science
and Technology, 1(2), 45-52. Asosiasi Dosen Muda Indonesia.
https://doi.org/10.56127/ijst.v1i2.146
Henk Akkermans, Willem van Oppen, Finn Wynstra, Chris Voss
(2019). Contracting outsourced services with collaborative key performance
indicators. Journal of Operations Management, 65(1), 22-47. Wiley.
https://doi.org/10.1002/joom.1002
Hoà i Phong Nguyễn, Văn Phúc Nguyễn, Minh Huy
Nguyễn, Minh Phương Lê (2022). Development and implementation of a smart
water metering system based on LoRa technology. Science & Technology
Development Journal - Engineering and Technology. Vietnam National University,
Ho Chi Minh City. https://doi.org/10.32508/stdjet.v5i1.955
I Wayan Budiasa (2020). Green Financing for Supporting
Sustainable Agriculture in Indonesia. Iop Conference Series Earth and
Environmental Science, 518(1), 12042. IOP Publishing.
https://doi.org/10.1088/1755-1315/518/1/012042
I. Dimaano (2015). Efforts are being made to reduce
unaccountable water and consider economic considerations. Water Practice &
Technology, 10(1), 50-58. IWA Publishing. https://doi.org/10.2166/wpt.2015.007
Igor Egorov, Natalia N. Polzunova, И.С. Ползунов
(2021). The digital twin is an artefact of modern production systems. SHS Web
of Conferences, 93, 1017. EDP Sciences.
https://doi.org/10.1051/shsconf/20219301017
Ihor Roshchin, Ð. ПикуÑ,
Nataliia Zozulia, Viktoriia Marhasova, Vasiliy Kaplınskıy, Nataliia Volkova (2022). Knowledge management trends in the
digital economy age. Postmodern Openings, 13(3), 346-357. Asociatia LUMEN.
https://doi.org/10.18662/po/13.3/493
J. Li, X.F. Zhang (2025). Digital transformation and the
choice of management control modes in enterprise groups. Plos One, 20(4),
e0320328. Public Library of Science (PLoS).
https://doi.org/10.1371/journal.pone.0320328
Jaeseok Yun, Sung-Yeon Kim, Jinmin Kim (2024). Digital twin
technology in the gas industry: a comparative simulation study. Sustainability,
16(14), 5864. MDPI AG. https://doi.org/10.3390/su16145864
Jailyn Berenice Palad (2023). Strategies for improving
organisational efficiency, productivity, and performance through technology
adoption. Journal of Management and Administration Provision, 2(3), 88-94.
Pusat Studi Pembangunan dan Pemberdayaan.
https://doi.org/10.55885/jmap.v2i3.230
James Origa Otieno, Joseph Okeyo Obosi, Justine Mokeira
Magutu (2023). The effects of coordination in a multilevel governance system on
water services management in Kenya. Journal of Public Administration and
Governance, 13(2). Macrothink Institute, Inc...
https://doi.org/10.5296/jpag.v13i2.21095
Jamil Paolo Francisco (2014). Why households buy bottled
water: a survey of household perceptions in the <scp>p</scp> Philippines.
International Journal of Consumer Studies, 38(1), 98-103. Wiley.
https://doi.org/10.1111/ijcs.12069
Jian Zhou, Jian Wang, Chen Yang, Xin Li, Yong Xie (2021).
Water quality prediction method based on multi-source transfer learning for
water environmental IoT system. Sensors, 21(21), 7271. MDPI AG.
https://doi.org/10.3390/s21217271
Jinrui Zhang, Ruilian Zhang, Junzhuo Xu, Jie Wang, Guoqing
Shi (2021). Infrastructure investment and regional economic growth: evidence
from the Yangtze River Economic Zone. Land, 10(3), 320. MDPI AG.
https://doi.org/10.3390/land10030320
Jinwon Kim, Seong Ok Lyu, Hak Jun Song (2019). Environmental
justice and public beach access. City and Community, 18(1), 49-70. SAGE
Publications. https://doi.org/10.1111/cico.12372
John Ogbu Orinya, Aminu Kado Kurfi, Bala Ado Kofarmata
(2024). Financial performance implications of corporate sustainable
expenditures in economic capital: the case of listed manufacturing firms in Nigeria.
Fudma Journal of Accounting and Finance Research [Fujafr], 2(2), 2016-01-01
00:00:00. Federal University Dutsin-Ma.
https://doi.org/10.33003/fujafr-2024.v2i2.90.1-16
Joshua Oluwole Olowoyo, Unathi Chiliza, Callies Selala,
Linda R. Macheka (2022). Health Risk Assessment of Trace Metals in Bottled
Water Purchased from Various Retail Stores in Pretoria, South Africa.
International Journal of Environmental Research and Public Health, 19(22),
15131. MDPI AG. https://doi.org/10.3390/ijerph192215131
Junfeng Qiao, Aihua Zhou, Peng Lin, Yun Chen, Zhonghao Qian,
Min Xu, Sen Pan, Pei Yang (2024). Design of digital twin technology
architecture for electric power supply service command collaboration. 63. SPIE.
https://doi.org/10.1117/12.3052778
Junyan Chen, Haibo Chen, Jianbing Gao, Kaushali Dave, Romina
Quaranta (2021). Business models and cost analysis of automated valet parking
and shared autonomous vehicles assisted by the Internet of Things. Proceedings
of the Institution of Mechanical Engineers Part D Journal of Automobile
Engineering, 235(9), 2456-2469. SAGE Publications.
https://doi.org/10.1177/0954407021994445
Justin Stoler, Joshua D. Miller, Ellis Adjei Adams, Farooq
Ahmed, Mallika Alexander, Gershim Asiki, Mobolanle Balogun, Michael J. Boivin,
Alexandra Brewis, Genny Carrillo, Kelly Chapman, Stroma Cole, Shalean M.
Collins, Jorge Escobar-Vargas, Hassan Eini–Zinab, Matthew C. Freeman, Monet
Ghorbani, Ashley Hagaman, Nicola L. Hawley, Zeina Jamaluddine, Wendy Jepson,
Divya Krishnakumar, Kenneth Maes, Jyoti S. Mathad, Jonathan Maupin, Patrick
Mbullo Owuor, Milton Marin Morales, Javier Moránâ€MartÃnez, Nasrin Omidvar, Amber L. Pearson, Sabrina Rasheed, Asher
Y. Rosinger, Luisa Samayoa-Figueroa, Ernesto C. Sánchez-RodrÃguez, Marianne
V. Santoso, Roseanne C. Schuster, Mahdieh Sheikhi, Sonali Srivastava, Chad
Staddon, Andrea Sullivan, Yihenew Tesfaye, Alex Trowell, Desiré
Tshala-Katumbay, Raymond Asare Tutu, Cassandra L. Workman, Amber Wutich, Sera
L. Young (2021). The household water insecurity experiences (hwise) scale:
comparison scores from 27 sites in 22 countries. Journal of Water, Sanitation
and Hygiene for Development, 11(6), 1102-1110. IWA Publishing.
https://doi.org/10.2166/washdev.2021.108
K. Cervancia, C J Gomez, C E Niega, K M Tividad (2022).
Assessment, monitoring, and reduction strategy development for non-revenue
water (NRW) of Calamba Water District (CWD), Calamba City, Laguna, Philippines.
Iop Conference Series Earth and Environmental Science, 1022(1), 12058. IOP
Publishing. https://doi.org/10.1088/1755-1315/1022/1/012058
Kathryn Willis, Britta Denise Hardesty, Joanna Vince, Chris
Wilcox (2019). Water refill stations have been successful in reducing
single-use plastic bottle litter. Sustainability, 11(19), 5232. MDPI AG.
https://doi.org/10.3390/su11195232
Kelly Félix Olegário, Edilene Pereira Andrade, Ana Paula
Coelho Sampaio, Joan Sanchezâ€Matos, Maria Cléa Brito de Figueirêdo, José Adolfo de Almeida Neto (2022). Water Scarcity Footprint of
Cocoa Irrigation in Bahia. Ambiente E Agua - An Interdisciplinary Journal of
Applied Science, 17(4), 2025-09-01 00:00:00. Instituto de Pesquisas Ambientais
em Bacias Hidrograficas (IPABHi). https://doi.org/10.4136/ambi-agua.2840
Ken Lester Jariol (2024). An evaluation of the efficiency of
the localise, locate, and pinpoint strategy in reducing water loss. , 2(4), .
TWR Book Publishing Services. https://doi.org/10.69569/jip.2024.0058
Konark Sharma, Lalit Mohan Saini (2015). Performance
analysis of smart metering for smart grid: an overview. Renewable and
Sustainable Energy Reviews, 49, 720-735. Elsevier BV.
https://doi.org/10.1016/j.rser.2015.04.170
Konstantinos Madias, Barbara Borusiak, Andrzej Szymkowiak
(2022). The role of knowledge about water consumption in the context of
intentions to use IoT water metrics. Frontiers in Environmental Science, 10.
Frontiers Media SA. https://doi.org/10.3389/fenvs.2022.934965
Kostas Alexandridis, Sonya Zhang, Mehrdad Koohikamali,
Soheil Sabri, Erkan Ozkaya (2024). Designing and implementing a robust, modular
and interoperable digital twin smart city framework for critical water spatial
infrastructure. , , . Hawaii International Conference on System Sciences.
https://doi.org/10.24251/hicss.2023.898
Kostas Alexandridis, Sonya Zhang, Mehrdad Koohikamali,
Soheil Sabri, Erkan Ozkaya (2024). Designing and implementing a robust, modular
and interoperable digital twin smart city framework for critical water spatial
infrastructure. , , . Hawaii International Conference on System Sciences.
https://doi.org/10.24251/hicss.2023.898
Kostas Selviaridis, Martin Spring (2018). Supply chain
alignment as a process: contracting, learning and pay-for-performance.
International Journal of Operations & Production Management, 38(3),
732-755. Emerald. https://doi.org/10.1108/ijopm-01-2017-0059
Kurochkin VIu, Yelena I. Khoroshavina, Danil A. Peshekhonov
(2023). Quality control of bottled natural mineral waters. Hygiene and
Sanitation, 101(12), 1568-1574. Federal Scientific Centre for Hygiene
F.F.Erisman. https://doi.org/10.47470/0016-9900-2022-101-12-1568-1574
L. ÅabÄ™dzki
(2016). Actions and measures for mitigating drought and water scarcity in
agriculture. Journal of Water and Land Development, 29(1), 2025-10-03 00:00:00.
Walter de Gruyter GmbH. https://doi.org/10.1515/jwld-2016-0007
Ladislav Rigó, Jana Fabianová, Milan LokÅ¡Ãk, Nikoleta
Mikušová (2024). Utilising digital twins to bolster the sustainability of
logistics processes in Industry 4.0. Sustainability, 16(6), 2575. MDPI AG.
https://doi.org/10.3390/su16062575
Lakshmi Areekath, Gaurav Lodha, Subham Kumar Sahana, Boby
George, Ligy Philip, and Subhas Chandra Mukhopadhyay (2022). Feasibility of a
planar coil-based inductive-capacitive water level sensor with a
quality-detection feature: an experimental study. Sensors, 22(15), 5508. MDPI
AG. https://doi.org/10.3390/s22155508
Lam Weng Siew, Lam Weng Hoe, Pei Fun Lee (2023). A
bibliometric analysis of digital twins in the supply chain. Mathematics,
11(15), 3350. MDPI AG. https://doi.org/10.3390/math11153350
Lastuti Abubakar, Tri Handayani (2020). Green Sukuk:
Sustainable Financing Instruments for Infrastructure Development in Indonesia.
, , . Atlantis Press. https://doi.org/10.2991/assehr.k.200529.206
Laurel A. Schaider, Lucien Swetschinski, Christopher
Campbell, Ruthann A. Rudel (2019). Environmental justice and drinking water
quality: Are there socioeconomic disparities in nitrate levels in U.S. drinking
water? Environmental Health, 18(1). Springer Science and Business Media LLC.
https://doi.org/10.1186/s12940-018-0442-6
Li Li Pang (2019). Bottled Water Industry in Brunei
Darussalam: The Unregulated Sector? Journal of Business & Economic
Analysis, 2(2), 149-165. World Scientific Pub Co Pte Ltd.
https://doi.org/10.1142/10.36924sbe.2019.2205
Liming Sheng, Jian Zhou, Xin Li, Yifan Pan, Linfeng Liu
(2020). Water quality prediction method based on preferred classification. Iet
Cyber-Physical Systems Theory & Applications, 5(2), 176-180. Institution of
Engineering and Technology (IET). https://doi.org/10.1049/iet-cps.2019.0062
Luis H. Ospina, Gonzalo Castañeda Ramos, Omar Guerrero
(2019). Estimating networks of sustainable development goals. SSRN Electronic
Journal. Elsevier BV. https://doi.org/10.2139/ssrn.3385362
MS CLEMENTS (2025). Portland Water District: Promoting a
Maine Legacy with Bottle-Filling Stations. American Water Works Association,
117(1), 44-52. Wiley. https://doi.org/10.1002/awwa.2386
Maria Macchiaroli, Luigi Dolores, Gianluigi De Mare (2023).
Multicriteria decision making and water infrastructure: an application of the
analytic hierarchy process for a sustainable ranking of investments. Applied
Sciences, 13(14), 8284. MDPI AG. https://doi.org/10.3390/app13148284
Marinus Gea, Isfenti Sadalia, Yeni Absah (2024). Genealogy
and Implementation of Green Finance in Asia and Indonesia. Kne Social Sciences.
Knowledge E DMCC. https://doi.org/10.18502/kss.v9i2.14926
Marko LjubiÄ (2023).
Navigating the digital transformation: unveiling the role of business
administration in museums' evolution. Entrenova - Enterprise Research
Innovation, 9(1), 253-265. Association for Advancing Innovation and Research in
the Economy "Irenet". https://doi.org/10.54820/entrenova-2023-0023
Mazzlida Mat Deli, Ummu Ajirah Abdul Rauf, Maryam Jamilah
Asha’ari, Ainul Huda Jamil, Astri Ayu Purwati, Siti Intan Nurdiana Wong
Abdullah, Fauziah Ismail (2024). A bibliometric article on twin technology in
technology management for the years 2019-2025: industry in Malaysia. Journal of
Applied Engineering and Technological Science (Jaets), 5(2), 925-940. Yayasan
Riset dan Pengembangan Intelektual. https://doi.org/10.37385/jaets.v5i2.3244
Md Altab Hossin, Hermas Abudu, Rockson Sai, Stephen Duah
Agyeman, Presley K. Wesseh (2023). Examining sustainable development goals: are
developing countries advancing in sustainable energy and environmental
sustainability?. Environmental Science and Pollution Research, 31(3),
3545-3559. Springer Science and Business Media LLC.
https://doi.org/10.1007/s11356-023-31331-9
Michaela Wrede, Vivek K. Velamuri, Tobias Dauth (2020). Top
managers in the digital age: exploring the role and practices of top managers
in firms' digital transformation. Managerial and Decision Economics, 41(8),
1549-1567. Wiley. https://doi.org/10.1002/mde.3202
Mohammad Roudo, A. E. Campbell, and Simon Delay (2018). Is
decentralisation compatible with the application of performance management? The
impacts of minimum service standards on the motivation of local government to
improve service delivery in the Indonesian decentralised system. Journal of
Regional and City Planning, 29(2), 135. The Institute for Research and
Community Services (LPPM) ITB. https://doi.org/10.5614/jrcp.2018.29.2.5
Muchamad Zaenuri, Nursetiawan Nursetiawan, Meriwijaya, Fajar
Rahmanto (2025). Adaptive governance in flood mitigation, non-structural in the
"Pantura". Iop Conference Series Earth and Environmental Science,
1475(1), 12024. IOP Publishing. https://doi.org/10.1088/1755-1315/1475/1/012024
Muhammad Naeem Mohsin, Samira Safdar, Muhammad Nasar-u-Minallah,
Omer Riaz, Asad Ali Khan (2019). Use and quality of bottled water in Bahawalpur
city, Pakistan: an overview. International Journal of Economic and
Environmental Geology, 10(2), 112-117. International Journal of Economic and
Environmental Geology (IJEEG), published by SEGMITE.
https://doi.org/10.46660/ojs.v10i2.270
Muhammad Taswin, Loso Judijanto, Eko Sudarmanto, Ambar
Kusuma Astuti (2023). Analysis of the Impact of Green Investment on Corporate
Financial Sustainability in West Java. West Science Interdisciplinary Studies,
1(11), 1138-1145. PT. Sanskara Karya Internasional.
https://doi.org/10.58812/wsis.v1i11.344
Naomi Carrard, Hannah Neumeyer, Bikash Kumar Pati, Sabiha
Siddique, Tshering Choden, Tseguereda Abraham, Louisa Gosling, Virginia Roaf,
Jorge Alvarez-Sala, Sören Bruhn (2020). Designing human rights for duty
bearers: making the human rights to water and sanitation part of everyday
practice at the local government level. Water, 12(2), 378. MDPI AG.
https://doi.org/10.3390/w12020378
Nelson Carriço, Bruno Ferreira, André Antunes, João
Caetano, DÃdia Covas (2023). Computational tools for supporting the operation
and management of water distribution systems towards digital transformation.
Water, 15(3), 553. MDPI AG. https://doi.org/10.3390/w15030553
NÃdia G. S. Campos, Atslands R. da Rocha, Rubens Sonsol
Gondim, Ticiana L. Coelho da Silva, Danielo G. Gomes (2019). Smart & green:
an internet-of-things framework for smart irrigation. Sensors, 20(1), 190. MDPI
AG. https://doi.org/10.3390/s20010190
Oluwatoyin Abimbola Igbeneghu, Adebayo Lamikanra (2014). The
bacteriological quality of different brands of bottled water available to
consumers in Ile-Ife, South-Western Nigeria. BMC Research Notes, 7(1), 859.
Springer Science and Business Media LLC.
https://doi.org/10.1186/1756-0500-7-859
Omar Guerrero, Gonzalo Castañeda Ramos, Georgina Trujillo,
Lucy Hackett, Florian Chávezâ€Juárez (2021). Subnational sustainable development: the role of
vertical intergovernmental transfers in reaching multidimensional goals. SSRN
Electronic Journal. Elsevier BV. https://doi.org/10.2139/ssrn.3837492
Onphan Suetrong, Rat Wongprathum (2022). Gap in Service
Delivery in the Winnie Madikizela-Mandela Local Municipality: Prospects and Challenges.
Journal of Educational Research and Policies, 4(10). Century Science Publishing
Co. https://doi.org/10.53469/jerp.2022.04(10).08
Paola Garrone, Luca Grilli, Riccardo Marzano (2019). Price
elasticity of water demand considering scarcity and attitudes. Utilities
Policy, 59, 100927. Elsevier BV. https://doi.org/10.1016/j.jup.2019.100927
Peiyue Li, Jianhua Wu (2023). Water resources and
sustainable development. Water, 16(1), 134. MDPI AG.
https://doi.org/10.3390/w16010134
Prabath Chaminda Abeysiriwardana, U. K. Jayasinghe-Mudalige
(2021). Role of key performance indicators on agile transformation of
performance management in research institutes towards innovative commercial
agriculture. Journal of Science and Technology Policy Management, 13(2),
213-243. Emerald. https://doi.org/10.1108/jstpm-10-2020-0151
Qingsheng Li, Zhen Li, Xueyong Tang, Yang He, Yankan Song
(2023). Demonstration and validation of the digital twin technology for a
regional multi-energy system. , , . SPIE. https://doi.org/10.1117/12.2680880
Rahmat Salam (2023). Improving public services to achieve
good governance in Indonesia. Endless International Journal of Future Studies,
6(2), 439-452. Goacademica Research and Publishing.
https://doi.org/10.54783/endlessjournal.v6i2.192
Raisa Khusainovna Azieva, Hasan Elimsultanovich
Tayamaskhanov, Natalia Ziyavdievna Zelimhkanova (2021). Assessing the readiness
of oil and gas companies for digital transformation. , 1852-1862. European
Publisher. https://doi.org/10.15405/epsbs.2021.11.244
Rakotoarivelo M. M, James Ravalison, Andrianjafimanjato
Daniel Razafindrazanakolona, Koto-te-Nyiwa Ngbolua, Robijaona
Rahelivololoniaina B. (2023). How to Appropriate Sustainable Development Goals
in Madagascar's Context. Britain International of Exact Sciences (Bioex)
Journal, 5(2), 55-67. Budapest International Research and Critics Institute.
https://doi.org/10.33258/bioex.v5i2.877
Ramnath Subbaraman, Laura Nolan, Kiran Sawant, Shrutika
Shitole, Tejal Shitole, Mahesh Nanarkar, Anita Patil-Deshmukh, David E. Bloom
(2015). Multidimensional measurement of household water poverty in a Mumbai
slum: looking beyond water quality. Plos One, 10(7), e0133241. Public Library
of Science (PLoS). https://doi.org/10.1371/journal.pone.0133241
Resi Ariyasa Qadri, Raditya Hendra Pratama, Akhmad Khabibi,
Reza Pratama, Ariyasa Resi (2024). Refining the cash-waqf blended finance model
for infrastructure development. Management and Accounting Review. UiTM Press,
Universiti Teknologi MARA. https://doi.org/10.24191/mar.v23i01-09
Rita Dias, Diogo Sousa, MarÃa Bernardo, Inês Matos, Isabel
Fonseca, VÃtor Vale Cardoso, Rui Neves Carneiro, Sofia Silva, Pedro Fontes,
Michiel A. Daam, Rita MaurÃcio (2021). Study of the potential of water
treatment sludges in the removal of emerging pollutants. Molecules, 26(4),
1010. MDPI AG. https://doi.org/10.3390/molecules26041010
Rizal Akbar Aldyan (2023). The Impact of Climate Change on
Water Resources and Food Security in Indonesia. , 1(1), 50-63. Ius et
Ambientis. https://doi.org/10.62264/jlej.v1i1.2
Robert Hope, Michael J. Rouse (2013). Risks and responses to
universal drinking water security. Philosophical Transactions of the Royal
Society A: Mathematical, Physical and Engineering Sciences, 371(2002),
20120417. The Royal Society. https://doi.org/10.1098/rsta.2012.0417
Roma Bhatkoti, Konstantinos Triantis, Glenn E. Moglen, Nasim
S. Sabounchi (2018). Performance assessment of a water supply system under the
impact of climate change and droughts: case study of the Washington
metropolitan area. Journal of Infrastructure Systems, 24(3). American Society
of Civil Engineers (ASCE). https://doi.org/10.1061/(asce)is.1943-555x.0000435
Rommel AlAli, Khalid Alsoud, Fayez Athamneh (2023). Towards
a sustainable future: evaluating the ability of STEM-based teaching in
achieving sustainable development goals in learning. Sustainability, 15(16),
12542. MDPI AG. https://doi.org/10.3390/su151612542
Ron S. Kenett, Jacob Bortman (2021). The digital twin in
industry 4.0: a wideâ€angle perspective. Quality and
Reliability Engineering International, 38(3), 1357-1366. Wiley.
https://doi.org/10.1002/qre.2948
Rosita Candrakirana, Affan Akbareldi, Adinda Rizky Fajri,
Devica Rully Masrur (2024). Legal framework of community-based water resource
management to achieve SDGs and "no one left behind". Jurnal Dinamika
Hukum, 24(1), 107. Universitas Jenderal Soedirman.
https://doi.org/10.20884/1.jdh.2024.24.1.3892
Rosita Candrakirana, Affan Akbareldi, Adinda Rizky Fajri,
Devica Rully Masrur (2024). Legal framework of community-based water resource
management to achieve SDGs and "no one left behind". Jurnal Dinamika
Hukum, 24(1), 107. Universitas Jenderal Soedirman.
https://doi.org/10.20884/1.jdh.2024.24.1.3892
Ruchika Sharma, Mahender Choudhary, Sudhir Kumar (2018). A
water audit analysis tool for an urban water utility. Journal of Urban and
Environmental Engineering, 12(1), 15-25. Journal of Urban and Environmental
Engineering. https://doi.org/10.4090/juee.2017.v12n1.015025
S. I. Ichetaonye (2023). Production of domestic utensils from
waste polyethene terephthalate (PET) bottle caps, utilising manual labour
instead of industrial machines. , , . Research Square Platform LLC.
https://doi.org/10.21203/rs.3.rs-2905442/v1
Sathish Pasika, Sai Teja Gandla (2020). A smart water
quality monitoring system that is cost-effective using IoT. Heliyon, 6(7),
e04096. Elsevier BV. https://doi.org/10.1016/j.heliyon.2020.e04096
Segun O. Olatinwo, Trudi-Heleen Joubert (2023). Resource Allocation
Optimisation in IoT-Enabled Water Quality Monitoring Systems. Sensors, 23(21),
8963. MDPI AG. https://doi.org/10.3390/s23218963
Seung Won Lee, Sarper Sarp, Dong Jin Jeon, Joon Ha Kim
(2015). Smart water grid: the future water management platform. Desalination
and Water Treatment, 55(2), 339-346. Elsevier BV.
https://doi.org/10.1080/19443994.2014.917887
Seyed Ahmad Mir Mohamad Tabar, Angela T. Ragusa, Sayed Jawad
Ramyar, Maryam Sohrabi (2024). Bottled-water consumption and disposal in Herat,
Afghanistan. Environment and Urbanisation Asia, 15(2), 315-329. SAGE
Publications. https://doi.org/10.1177/09754253241281947
Shehu Sani Mohammed, Dirk Schaefer, Jelena
Milisavljevic-Syed (2022). Utilising digital twins for increasing military
supply chain visibility. , , . IOS Press. https://doi.org/10.3233/atde220595
Shen Li, Feargal Brennan (2024). Digital twin-enabled
structural integrity management: critical review and framework development.
Proceedings of the Institution of Mechanical Engineers Part M Journal of
Engineering for the Maritime Environment, 238(4), 707-727. SAGE Publications.
https://doi.org/10.1177/14750902241227254
Silvy Sondari Gadzali, Junaid Gazalin, Sutrisno Sutrisno,
Yanto Budi Prasetya, Abu Muna Almaududi Ausat (2023). Human Resource Management
Strategy in Organisational Digital Transformation. Jurnal Minfo Polgan, 12(1),
760-770. Politeknik Ganesha. https://doi.org/10.33395/jmp.v12i1.12508
Simon Dadson, Jim W. Hall, Dustin Garrick, Claudia Sadoff,
David Grey, Dale Whittington (2017). Water security, risk, and economic growth:
insights from a dynamical systems model. Water Resources Research, 53(8),
6425-6438. American Geophysical Union (AGU).
https://doi.org/10.1002/2017wr020640
Suhana Mokhtar, Norhayati Hussin, Nurul Syfa’ Mohd
Tokiran, Hairani Wahab, Azman Ibrahim (2020). Digital transformation in
information management. International Journal of Academic Research in Business
and Social Sciences, 10(11). Human Resources Management Academic Research
Society (HRMARS). https://doi.org/10.6007/ijarbss/v10-i11/9071
Suresh Neethirajan, B. Kemp (2021). Digital twins in
livestock farming. , , . MDPI AG.
https://doi.org/10.20944/preprints202101.0620.v1
Svetlana Revinova (2021). E-commerce effects for the Sustainable
Development Goals. SHS Web of Conferences, 114, 1013. EDP Sciences.
https://doi.org/10.1051/shsconf/202111401013
Taher Kahil, Simon Parkinson, Yusuke Satoh, Peter Greve,
Peter Burek, Ted Veldkamp, R. Burtscher, Edward Byers, Ned Djilali, G. Fischer,
Volker Krey, Simon Langan, Keywan Riahi, Sylvia Tramberend, Yoshihide Wada
(2018). A continentalâ€scale hydroeconomic model for
integrating waterâ€energyâ€land
nexus solutions. Water Resources Research, 54(10), 7511-7533. American
Geophysical Union (AGU). https://doi.org/10.1029/2017wr022478
Taofeeq Durojaye Moshood, Gusman Nawanir, Shahryar
Sorooshian, Okfalisa Okfalisa (2021). Digital twins driven supply chain
visibility within logistics: a new paradigm for future logistics. Applied
System Innovation, 4(2), 29. MDPI AG. https://doi.org/10.3390/asi4020029
Tiffany Batac, Kerry Brown, Rita Salgado Brito, Iain
Cranston, Tetsuya Mizutani (2021). An enabling environment for asset management
through public policy: the benefits of standardisation and application to the
water sector. Water, 13(24), 3524. MDPI AG. https://doi.org/10.3390/w13243524
Tiffany Batac, Kerry Brown, Rita Salgado Brito, Iain
Cranston, Tetsuya Mizutani (2021). An enabling environment for asset management
through public policy: the benefits of standardisation and application to the
water sector. Water, 13(24), 3524. MDPI AG. https://doi.org/10.3390/w13243524
Tran Nha Ghi, Nguyen Quang Thu, Ngo Quang Huan, Nguyen Tan
Trung (2022). Human Capital, Digital Transformation, and Firm Performance of
Startups in Vietnam. Management, 26(1), 2018-01-01 00:00:00. University of
Zielona Góra, Poland. https://doi.org/10.2478/manment-2019-0081
Vasilis Kanakoudis, Habib MuhammetoÄŸlu (2013). Urban water
pipe networks management towards non-revenue water reduction: two case studies
from Greece and Turkey. Clean - Soil Air Water, 42(7), 880-892. Wiley.
https://doi.org/10.1002/clen.201300138
Viviana Grisales, Camilla Tua, Lucia Rigamonti (2021). Life
cycle assessment of bottled mineral water for the hospitality industry in
northern Italy. Packaging Technology and Science, 35(3), 301-314. Wiley.
https://doi.org/10.1002/pts.2628
Walid Benâ€Amar, Mohamed
Chelli (2018). What drives voluntary corporate water disclosures?
<scp>t</scp>he effect of countryâ€level
institutions. Business Strategy and the Environment, 27(8), 1609-1622. Wiley.
https://doi.org/10.1002/bse.2227
Weidong Lin, Malcolm Yoke Hean Low (2023). A digital twin
simulation framework for smart warehousing. 0320-0324. IEEE.
https://doi.org/10.1109/ieem58616.2023.10406911
William F. Vásquez (2015). Nonpayment of water bills in
<scp>g</scp> Guatemala: dissatisfaction or inability to pay?. Water
Resources Research, 51(11), 8806-8816. American Geophysical Union (AGU).
https://doi.org/10.1002/2014wr016610
Xian Chen (2024). Optimising agility in the pharmaceutical
supply chain using digital twins to cope with the ripple effect. Frontiers in
Business Economics and Management, 17(1), 338-352. Darcy & Roy Press Co.
Ltd. https://doi.org/10.54097/jtpzzy16
Xinyu Gong (2019). SDG viz: a web-based system for visualising
sustainable development indicators. Proceedings of the ICA, 2, 2025-08-01
00:00:00. Copernicus GmbH. https://doi.org/10.5194/ica-proc-2-39-2019
Xue Jun Li, Peter Han Joo Chong (2019). Design and
implementation of a self-powered smart water meter. Sensors, 19(19), 4177. MDPI
AG. https://doi.org/10.3390/s19194177
Xuerui Gao, Miao Sun, Yong Zhao, Pute Wu, Shan Jiang, La
Zhuo (2019). The cognitive framework of the interaction between the physical
and virtual water, along with strategies for sustainable coupling management.
Sustainability, 11(9), 2567. MDPI AG. https://doi.org/10.3390/su11092567
Yael Parag, Efrat Elimelech, Tamar Opher (2023). Bottled
water: an evidence-based overview of economic viability, environmental impact,
and social equity. Sustainability, 15(12), 9760. MDPI AG.
https://doi.org/10.3390/su15129760
Yi Jin, Chuxin Chen, and Bo Liu (2024). Benefits of Managerial
Overconfidence for Corporate Digital Transformation: Evidence from China. Plos
One, 19(11), e0314231. Public Library of Science (PLoS).
https://doi.org/10.1371/journal.pone.0314231
Yulan Luo, Qingsong Chen, Ying Liu, Xiaohui Xie, Qianying Du
(2019). Water quality prediction analysis of the Qingyi River based on time
series. E3S Web of Conferences, 118, 3005. EDP Sciences.
https://doi.org/10.1051/e3sconf/201911803005
Yurii Pronchakov, Oleksandr Prokhorov, Oleg Fedorovich
(2022). Concept of high-tech enterprise development management in the context
of digital transformation. Computation, 10(7), 118. MDPI AG.
https://doi.org/10.3390/computation10070118
Zachary D. Johnson, Manob Jyoti Saikia (2024). Digital twins
for healthcare using wearables. Bioengineering, 11(6), 606. MDPI AG.
https://doi.org/10.3390/bioengineering11060606
Zhang Li, Zhihong Zou, Yinhua Zhao (2016). Application of a chaotic
prediction model based on wavelet transform on water quality prediction. Iop
Conference Series Earth and Environmental Science, 39, 12001. IOP Publishing.
https://doi.org/10.1088/1755-1315/39/1/012001
Zheng Sun (2024). The impact and practice of digital
technology management on the transformation and upgrading of traditional
industries. Academic Journal of Business & Management, 6(3). Francis
Academic Press Ltd. https://doi.org/10.25236/ajbm.2024.060333
zeyin su (2024). Application of anomaly detection based on
deep learning in a digital twin. 19. SPIE. https://doi.org/10.1117/12.3034763
И В Логунова, Y. A. Salikov, И В
Каблашова, С. Ð’. Ðмелин,
Elena P. Enina (2020). Modernisation of the quality management system in the
context of the enterprise's digital transformation. , , . Atlantis Press.
https://doi.org/10.2991/aebmr.k.200730.076
Elok Surya Pratiwi, Juhadi Juhadi, Edy Trihatmoko, Junun
Sartohadi, Raulendhi Fauzanna, Arif Mahmud (2019). Community participation in
water resources management in the drought-prone area (a case study from Wonogiri
village, Central Java, Indonesia). , , . EAI.
https://doi.org/10.4108/eai.18-7-2019.2290121
No comments:
Post a Comment