Strategic Plan 2012/16
Contents
2.
Mission Statement
3.
Vision
4.
Initiatives
22.
ICT
10.
Water Re-Use
24.
Corporate Image
Values
12.
Non-Revenue Water
26.
New Products/Market
5.
Strategic Objectives
14.
Customer Excellence
28.
Critical Success Factors
6.
Market Position
Communication
Customer Relations
Innovation
Human Resources
Financial Resources
Resources
Productivity
Social Responsibility
Return On Investment
16.
Environment
29.
Constraints
18.
Water Quality
20.
Wastewater Treatment
7.
9.
Mission Statement
“
WSC strives to maintain excellence and sustainability in the provision
of potable water and the safe disposal of wastewater to the satisfaction
of its customers whilst safeguarding health and the environment WSC
will seek to strengthen its workforce introducing innovative products
“
and services, complimentary to our core operations, in existent and
potential markets.
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Vision
International
To be recognised as
the best-practice water
services utility in the
Mediterranean Region, at
the leading edge of the
water and wastewater
technology and expertise.
National
To be respected as a
leading organisation with a
reputation for excellence in
providing an essential
service to the development
of the economy and the
community whilst meeting
our social responsibilities,
without taking advantage
of its dominant position.
Internal
To be financially viable
and united in our drive to
achieve the goals of the
Corporation in a
transparent and ethical
manner contributing
towards the development
of its human resources
in a safe and healthy
environment.
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Values
Integrity
Collaborative
Safe
We adhere to the
highest standards
of transparency and
ethics and will be
accountable for all
our actions.
We work as an
organisation to
share information
and help one
another to achieve
our goals.
We work in a way
to minimise risk to
ourselves and
others.
Innovative
Inspired
Green
We continuously
work toward and
create new ways to
improve our
product, work
processes and
customer services.
We promote a
workforce that is
motivated, positive,
optimistic and
committed towards
the work they do.
We implement
ways to reduce
our impact on our
environment.
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Strategic Objectives
The Strategy of the Corporation will encompass the basic principles that
reflect our Mission Statement and are faithful to our Vision and Values.
•
•
Improve customer relations through
increased responsiveness to
customer expectations
Maintain successful operations to
meet regulations, support infrastructure renewal, maintain capacity
and efficiency
•
Enhance the financial viability and
sustainability of the Utility’s services
•
Strengthen human resource
capabilities through inclusiveness,
recognition and training
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Market Position
Local
We are an important
economic partner with
a dominant position, however
we still face competition from
groundwater abstraction and
a public drive to reduce water
consumption.
We need to protect our
market through measureable
improvements in product and
service delivery.
International
The Corporation needs to
exploit its expertise and
experience and transform
them into export
opportunities. We shall
do this through strategic
partnerships in market
territories through the
implementation of a dynamic
commercial arm.
Communication
We shall adopt an integrated
strategic communications
process, through all
organisational
communications both
internally & externally
deployed to maintain
mutually beneficial
relationships with our
stakeholders.
Ensuring that the right
message is in place, the
communications process
should strengthen
relationships, improve
perceptions, and increase
awareness while educating
all our partners. The
communications strategy
should humanise the
organisation to establish a
level of engagement, which
will contribute further to the
organisation’s perceived
trust.
Customer Relations
The objective to be
customer-centric requires the
Corporation to deliver on its
obligations as set in our
Customer Contract and
develop a nerve centre to
deal with these needs, whilst
fostering the mentality
throughout the Corporation
of anticipating customer
requirements.
Innovation
The constant pressures on
our performance requires the
Corporation to maintain an
innovative edge to address
water scarcity whilst
managing our impact on the
environment through best
available technologies.
Through innovation, we shall
also introduce new products
and services to complement
our established portfolio.
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Human Resources
The high dependence on
technology necessitates the
Corporation to focus on
selecting the best resources
and develop their knowledge
thereafter. Through effective
knowledge management, the
Corporation will not lose its
knowhow along the years.
Therefore, as the Corporation
sheds its ageing workforce
it will seek to replace with
fewer but higher qualified
personnel whilst contract out
non-core labour.
Financial Resources
Water Utilities are high capital
low return businesses,
identification of capital and
its use through proper
governance is paramount.
Revenue Protection and
Assurance through improved
management of apparent
losses as well as improved
control on billing and revenue
collection are critical to the
operation whilst the need to
refinance our loans will
become necessary as from
2012.
Resources
Our structural assets are
strategically located across
the islands. Their upkeep,
development, utilisation and
security are essential for the
Corporation to maximise
their use. Buried
infrastructures require timely
and robust interventions to
deliver a quality service with
minimal disruption to our
customers.
Productivity
The Corporation constantly
monitors efficient use of
human and physical
resources relative to output.
This is valid for both its
workforce and contractors.
The considerations of
developing a consolidated
structure will facilitate
productivity improvements
whilst reducing costs.
Social Responsibility
The impact of the
Corporation on the wider
community is considerable.
The Corporation must
maintain awareness and
measurable goals to reduce
this impact. It does this
through strengthened
communications with the
various stakeholders in
particular Local Councils. It
also needs to identify
opportunities where CSR
initiatives can enhance its
participative role.
Return On Investment
No organisation can survive
without an adequate return
on investment that in return
provides financial well-being,
sustainable growth and
increases further value to the
services provided.
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Initiatives
The following set of initiatives are a series of projects and tactics for the
purpose of aligning and translating the objectives into an holistic chain
of action steps that will contain the timeframes, critical success factors
and constraints.
The priority for the implementation of each tactic has also been identified.
The implementation periods are defined as follows:
•
Short term is within 3 years
•
Medium term is within 5 years
•
Long term is within 10 years
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
1. Water Re-use
As from 2011, the Corporation has operated three sewage treatment
plants to meet the Urban Wastewater Directive. The Corporation has
identified the best available technologies to produce re-claimed water
as an integral part of the solution to the islands’ sustainable water needs.
1.1
To design, build and operate the second and advanced stage of our wastewater
treatment facilities, that will provide highly polished water suitable for various needs
including agriculture and groundwater recharge, thus reducing the current stress on
the islands ground water reserves.
Action Step 1
Build Ultrafiltration, Reverse Osmosis and
Activated Carbon units on the three
wastewater treatment sites. (Short term)
Action Step 2
Construct and upgrade non-potable water
network for the three plants including
flexible water metering systems for
dispensing of water. (Short/Medium term)
Action Step 3
Monitor and control ground water
abstraction through the implementation
of the automated meter management of
ground water sources both WSC and
private abstractors. (Short term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
1.2
To reduce the amount of seawater infiltration into our sewers, thus reducing
the operational costs in the production of highly polished water using reverse
osmosis.
Action Step 1
Implement and maintain a monitoring
system for salinity at critical points within
our network. (Short term)
Action Step 2
Introduce in-situ repair method to reduce
infiltration of seawater in buried infrastructure including manhole shafts and
pumping station sump pits. (Short term)
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2.
Non-Revenue Water
Together, apparent and real losses make up the total of Non-Revenue
Water (NRW). Following years of intensive efforts in the control of real
losses the Corporation intends to approach the reduction in Non-Revenue
Water in an holistic manner.
2.1
To reduce the amount of water consumed against no payment, referred to as apparent
losses.
Action Step 1
Complete the automated meter installation
across the islands. (Short Term)
Action Step 2
Develop a formal meter replacement
procedure which includes the optimisation
of the meter replacement period through
software applications and tools, in
partnership with renowned leaders in the
field. (Medium Term)
Action Step 3
With ARMS Ltd support on the billing
system correct errors or anomalies
withinthe system that may result in lost
revenues. (Medium Term)
Action Step 4
Develop and utilise consumer profiles and
water balance with the intent to approach
in a proactive way, potential theft that
may arise in our networks. (Medium Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
2.2
To merge management of real losses and apparent losses into one model using AMM,
integrated with SCADA and bulk metering systems to obtain a dynamic water audit
model.
Action Step 1
Revise and assess the Infrastructure
Leakage Index model so that we establish
the Economic Leakage Intervention Model
and maintain real losses to an acceptable
minimum. (ShortTerm)
Action Step Authorised
2
Consumption
Billed
Authorised
Consumption
To develop the water balance model using
new technologies of field sensors and
advanced IT solutions. (Medium Term)
Billed Metered Consumption
Revenue
Water
Billed Un-metered Consumption
System
Input
Volume
Water
Losses
Unbilled
Authorised
Consumption
Unbilled Metered Consumption
Apparent
Losses
(Commercial
Losses)
Unauthorised Consumption
Unbilled Un-metered Consumption
NonRevenue
Water
(NRW)
Customer Meter inaccuracies and data handling errors
Leakage in Transmission and Distribution Mains
Real Losses
(Physical
Losses)
Storage Leaks and Overflows from Water Storage Tanks
Service Connection Leaks up to the Meter
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
3.
Customer Excellence
The Customer Contract commits the Corporation to a series of obligations
with the scope of maintaining a high level of service to its consumers. To
date, efforts have been focused on internal efficiency and accountability,
operational aspects of distribution and collection of water and wastewater,
reduction of water losses. The ultimate objective to serve the customer
better will only be achieved by putting customer satisfaction at the centre
of all operations
3.1
To establish a transparent set of service levels the Corporation intends to attain, so
as to improve service without jeopardising the overall performance of the field operations.
Action Step 1
Set, monitor and report on customer
oriented service levels. (Short Term)
Action Step 2
Establish a technical call centre,
constantly manned, equipped with
GIS as part of the control room to
reduce response time. (Medium Term)
Action Step 3
Coordinate the customer needs with
the Corporation’s performance for an
effective customer centric
organisation. (Medium Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
3.2
To develop an operational hub where all assets are monitored and controlled, to provide
the field operations with real time information and direction.
Action Step 1
Relocate the Control room to provide
adequate space and equipment to handle
mass data and operate on a 24 x 7 basis.
(Short Term)
Action Step 2
Link the Control Room with the field
operations through a consolidated
organisational structure. (Medium Term)
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4.
Environment
The Corporation’s major environmental impacts are the carbon footprint
as a result of water production using reverse osmosis and risks of overflows
from the wastewater infrastructure. The objective of this initiative is to
implement a series of tasks to better manage its environmental risks.
4.1
Action Step 4
Develop advance warning system for
critical areas that may lead to potential
sewer overloads. (Medium Term)
To reduce the number of sewage
overflows and devise plans that would
mitigate the impact of such an
eventuality.
Action Step 1
Complete refurbishment programme
of sewage pumping stations’ electrical
and mechanical equipment. (Medium
Term)
Action Step 2
Carry out risk assessment sewage
mains ‘hot spots’ and prioritise the
major interventions necessary.
(Short/Medium/Long Term)
Action Step 3
Develop Sewer System Management
Plan with scheduled maintenance and
procedures of all sewer network/
cesspits that will prevent or reduce
sewage overflows. (Short Term)
4.2
To establish a continuous energy audit
system across the Corporation’s
assets.
Action Plan 1
Extend the current practice of energy
audit as used at the reverse osmosis
plants across the Corporation. (Short
Term)
Action Plan 2
Optimise energy consumption of the
water and wastewater transfer
operations. (Short Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Action Plan 4
Reduce our fleet fuel consumption
through efficient work planning,
improved passenger loading and
reduced fleet size. (Short Term)
4.3
To implement measures towards
an Environmental Management
System achieving measurable and
noticeable improvements within the
Corporation.
Action Plan 1:
Introduce a set of documented
policies and procedures used to
measure meet and maintain a set
of environmental goals. (Short
Term)
4.4
To adopt a series of green initiatives
that will contribute towards improvements in the environment and wellbeing of our society.
Action Plan 1:
Carry out a study on all our nonpotable reservoirs, establish their
storage potential and implement a
process that will enable utilisation of
the harvested rainwater. (Medium
Term)
Action Plan 2
Liaise with MRRA to draw up a
strategy for the operation of the storm
water tunnels. (Long Term)
Action Plan 3
Study opportunities that lie in investing
in alternative energy production that
further reduce our carbon footprint.
(Medium Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
© Copyright: Clive Vella
Action Plan 3
Implement tried and tested energy
saving solutions. (MediumTerm)
5.
Water Quality
WSC produces water meeting all mandatory parameters laid down in the
Drinking Water Directive. The constant deterioration of groundwater bodies
as well as financial, technical and operational considerations have slowed
the progress on some of the indicator parameters contained in the directive,
as well as other organoleptic and physical parameters.
5.1
To define homogeneous water quality standards across the thirteen water quality zones
that guarantee mandatory parameters and improve indicator parameters leading to
enhanced consumer perception.
Action Step 1
Introduce a living Water Safety Plan in
order to provide a transparent safeguard
to consumer health. (Short Term)
Action Step 2
Remove/reduce direct water production
sources (GW & RO) from direct
consumption. (Medium to Long Term)
Action Step 3
Introduce alternative disinfection
techniques to minimise risk of trihalomethanes in the distribution
network.(Medium Term)
Action Step 4:
Maintain water mains replacement
programme to eliminate old infrastructure
that is contributing to iron content in water.
(Long Term)
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5.2
To study the groundwater sources
to maximise its use in a sustainable
manner and improve product quality.
Action Step 1
Establish sustainable water
abstraction volumes. (Short Term)
Action Step 2
Design and build water polishing
plants at major sources that are
known to have considerably substandard water reserves.
(Medium Term)
5.3
Maintain in-house development
of seawater desalination using
latest reverse osmosis technology.
Action Step 1
Continue on Drinking Water Quality
project of Reverse Osmosis trains
in order to reduce specific energy
of desalinated water and improve
the water quality. (Ongoing)
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6.
Wastewater Treatment
The need to control the discharges into our sewers, has become more
pressing than before. Non-domestic discharges, seawater and storm
water infiltration intercepted at the wastewater treatment plants, require
extensive maintenance and expenditure. The polishing plants under
consideration in the water re-use initiative need upstream control. Such
controls will reduce the considerable amount of generated sludge.
6.1
To reduce the amount of industry generated sewage entering our plant in an
uncontrolled manner resulting in high operational costs and damage.
Action Step 1
Promote waste management to
encourage reduction of storm water, farm
and industrial discharges.
(Short Term)
Action Step 3
Develop site at Ta’ Barkat for the receipt
of fats, grease and oil from catering
establishments prior to introduction into
treatment line. (Short Term)
Action Step 2
Develop sites that can handle receipt of
farm liquid waste to have it partially treated
prior to discharge into our network. (Short
Term)
Action Step 4
Strengthen relations with MEPA
environmental unit to introduce waste
management audit in industry.
(Short Term)
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6.2
To draw up a plan for the handling of sewage sludge in line with the Landfill Directive
possibly reducing the high expense of sludge disposal.
Action Step 1
Conclude a study on state of the art
sludge treatment using the least energy
intensive process. (Short Term)
Action Step 3
Implement the suitable technology
identified in the studies. (Medium Term)
Action Step 2
Carry out a study on other organic material
that may be used in conjunction with
sewage sludge for possible alternative
energy yield. (Short Term)
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7.
ICT
Most initiatives are dependent on increased ICT strength. The shift from
a labour-intensive organisation to a knowledge-based one will orientate
our ICT strategy towards the integration of the various IT systems within
the organisation. The goals for the ICT Initiative are the strengthening of
the various standalone systems and their integration to provide real time
and accurate data enabling effective cost controlling and improved decision
making.
7.1
To implement a GIS system that will integrate traditionally disparate business functions
to create spatial relationships between business objects and people. The integration
with traditional line-of-business data and applications, existing workflows and backend
systems, will ensure that geospatial information is available, useful, relevant and ready
to extract and deliver themaximum economic value.
Action Step 1
Complete setup and migration to the new
ESRI GIS database using a web-based
platform for improved accessibility.
(Short Term)
Action Step 2
Enable users according to established
network connectivity rules. (Short Term)
Action Step 3
Correct and enhance the data for both
the water and wastewater networks to
reflect the real scenarios. (Medium Term)
Action Step 4
Develop middleware that will interface
between the GIS and all the other
databases including AMM, SAP
and SCADA. (Medium Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
7.2
Implement enterprise asset management such that detailed analysis of the expenditure
and performance may be achieved.
Action Step 1
Organise the structure into three distinct
areas: Plant, Field Operations, Support
Units having common standard
procedures and policies and standardised
reporting throughout. (Medium Term)
Action Step 2
Develop user-friendly front-end interface.
(Medium Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
8.
Corporate Image
The Corporation’s identity and achievements need to be promoted
amongst the general public to reflect a transparent, professional, smart
and cooperative organisation.
8.1
Action Step 3
Identify Corporate Social initiatives
that utilise our product/expertise in
contributing towards the well-being
of our customers. (Short-MediumTerm)
To develop a Corporate culture of
shared values, beliefs and assumptions
that the Corporation’s members hold
in common as they relate to each other,
their jobs and the surroundings.
Action Step 1
Embark on a process of Corporate
branding by creating favourable
associations and positive reputation
both internal and external. (Short Term)
Action Step 2
Introduce training programmes, team
building exercises and mentoring that
contribute towards understanding of
Corporate culture across the
Corporation. (Short-Medium Term)
8.2
To maintain and upgrade our assets in
good visible state that denotes an
organisation that prides itself of its
assets and projects the image of safety
and professionalism.
Action Step 1
Complete the Building Asset Register
with plans for a thorough clean up and
facelift reflecting the asset being in use
and safe. (Short Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Action Step 2
Implement an on-going regular
maintenance schedule for all building
structures. (Short Term)
Action Step 3
Carry out a survey of buildings
resulting in a plan of action prioritised
according to strategic importance.
(Short Term)
Action Step 4
Launch a refurbishment programme
on our assets as per ‘Condition
Report’ drawn up on each and every
asset. (Medium to Long Term)
8.3
Adopt an integrated strategic
communications process, through all
organisational communications both
internally and externally deployed to
maintain mutually beneficial
relationships with our stakeholders
and promotes corporate identity.
Action Step 1
Create and maintain an internal/
external electronic newsletter and
other means of media
communications where highlights
from material derived can be
communicated. (Short Term)
Action Step 2
Introduce a communications tool
within the ISO Quality management
systems meetings so that information
can be collected, presented and
discussed at regular senior
management meetings. (Short Term)
Action Step 3
Organise regular annual conferences
where the Corporation through its
expert members can contribute in
conveying specific themes that
contribute towards the enhancement
of the Corporation’s image.
(Short Term)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
9.
New Products/Market
The major water and wastewater challenges faced along the years led
to the development and growth of its members. The expertise within
the organisation can provide solutions to a variety of challenges in the
water sector ranging from water treatment and water distribution systems
to support services. The Corporation has so far provided limited services
to mainly third party reverse osmosis plants for the hospitality industry.
In order to sustain and increase this knowledge base, the Corporation
is seeking to engage in marketing efforts aimed at providing new revenue
streams.
9.1
To establish a commercial arm from within the Corporation with an independent selfsustaining budget. This independent entity though fully owned by the Corporation will
be tasked to market a set of products and services thus exploiting the expertise within
the Corporation.
Action Step 1
Identify commercial skills necessary to
lead business drive. (Short Term)
Action Step 2
Rebrand the existing subsidiary to expand
the product/services portfolio to cover
wastewater treatment units, laboratory
services, pump maintenance service and
water management services. (Short Term)
Action Step 3
Draw up a business plan for the company
identifying local marketing opportunities
that will enable the company to be
independently viable. (Short Term)
Action Step 4
Identify strategic partners necessary to
expand the opportunities beyond our
shores. (Short/MediumTerm)
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Critical Success Factors
Initiatives have direct impact on our financial position. Some will result in generation
of funds or reduction in expenditure, others require major capital funds. Each initiative
will be studied separately and phased according to availability funds and cost benefit.
Nevertheless the Corporation will be taking steps to protect the itself from financial
exposure. It will do this through:
•
Re-negotiation and utilisation of existing
loans and identification of new capital
funds thus maintaining a healthy balance
sheet
•
Ensuring a balance in revenues against
costs beyond cash gains to provide an
adequate return on investment as per
Water Services Corporation Act.
Revenues that will avoid cross
subsidisation in line with the Water
Framework Directive
•
Our inventory is a source of funds and
expenditure. The scattering of stores
across the island can lead to overstocking in some areas and require a
large labour compliment to maintain it.
A review of our inventory policies to
reduce value and space is necessary
The Corporation’s strength lies in the knowledge and experience of the traditional field of
water services. Some of these initiatives are heavily reliant on this strength, however, emerging
technology necessitates the Corporation to develop new or increase skills to manage
successfully. The payroll pressure on sustainability of the operations must not be overlooked.
A succession plan as well as a re-training programme will provide more resources on core
skills. Sustainable working patterns and outsourcing of non-core skills will be managed to
address peak loads. Adjustments to our organisational set up is necessary to group our human
resources in line with our objectives. Initiatives hinge on the implementation of a national
Water Policy as well as revision in the legal framework governing water services from
groundwater abstraction and sewer disposal. To this effect, the Corporation will be presenting
a series of position papers to authorities and to regulators.
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Constraints
The Water Services Corporation is a highly regulated organisation in all our actions,
whilst making significant contribution to society. This may also adversely impact the
economy, the environment as well as society in general. It is with this constraint in mind
that we will manage our initiatives.
The European Union terms water services as services of general economic interest. This
definition sets guidelines for our undertakings that may result in restrictions, prevention or
distortion of competition.
Hence the Corporation must operate within this constraint both in its sales but more importantly
in its purchases, as we abide by a set of rules established by local government in line with
EC treaty (Article 81).
Furthermore being a state-owned Corporation provided with substantial public funds, makes
it necessary to work within the government regulations.
The current and future assets of the Corporation are spread across the islands, the environmental
impact of these assets can be considerable, it is therefore necessary that our actions and
plans are in line with procedures as established by the environmental and planning regulator
as well as the water regulator.
All these constraints provide challenges to meet our goals and therefore require an in-depth
understanding of the regulations as well as transparent and working cooperation with the
regulators.
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WATER SERVICES CORPORATION / STRATEGIC PLAN 2012/16
Head Office
Qormi Road
Luqa, LQA 9043
Malta
Tel:
+356 2244 5566
Fax:
+356 2244 3900
Email: [email protected]
www.wsc.com.mt
Strategic Plan 2012/16
Water Services Corporation
Public Relations Office – 2012
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