This document discusses Jamshedpur Utilities and Services Company's (JUSCO) experience with public-private partnerships (PPPs) in urban water supply and sanitation. It provides an overview of JUSCO's corporatization of municipal water services in Jamshedpur as a model for PPPs. Key highlights include how JUSCO addressed issues like non-revenue water and improved processes to increase coverage, quality, availability and reduce costs. JUSCO's approach focused on benchmarking, technology adoption, customer service and partnerships to achieve operational and financial sustainability while increasing customer value. The document also discusses replicating the JUSCO model through various PPP structures and provides examples of JUSCO's involvement in
COMMERCIAL AND FINANCIAL OUTSOURCING OF A UTILITYwle-ss
Miya Water is a global leader in water efficiency management owned by BridgePoint fund. It aims to directly invest in water sectors through long-term projects focusing on training local staff, sustainable employment, and accessible water. Miya has experience reducing non-revenue water in projects in New Providence, Kingston, and Manila through leak detection, pressure management, and staff training. Typical concession agreements involve private companies investing in water infrastructure and operating water utilities for 25-50 years in exchange for annual fees and addressing shortfalls through tariff adjustments or extended agreements. Miya proposes to break the "vicious efficiency cycle" of deteriorating water systems through outsourcing commercial departments, private financing for meter upgrades, and tailoring solutions to improve
Towards The Result Based Utility Sector In ArmeniaCRRC-Armenia
This document summarizes a study on performance-based management in Armenia's water supply sector. It outlines reforms to the sector including privatization deals. It analyzes key performance indicators used by water supply companies before and after private sector involvement. Results included improved access, duration and quality of water services as well as higher bill collection rates. However, some challenges remained regarding public access to information and accountability. The study recommends expanding performance metrics and increasing transparency and responsiveness to improve customer satisfaction.
Session Governance - Principles for ppp april 2010IRC
This document summarizes the experiences of introducing public-private partnerships (PPPs) for rural water services in Rwanda, Uganda, and Senegal. It discusses the key principles of good governance for PPPs, including accountability, transparency, participation, fairness, efficiency, and decency. Benefits of PPPs in the three countries included improved service quality, access, financial sustainability, and management. Challenges included ensuring water is provided affordably as a public good, building local capacity, and addressing environmental issues. Lessons focused on establishing an enabling policy framework, building stakeholder capacity, strengthening monitoring and regulation, and gradually increasing private sector involvement.
Presentation slides for "Revenue Resilience in a Changing Industry: Water & Sewer Utility Needs," presented by Mary Tiger at Winter 2014 NCLGBA Conference on December 11, 2014.
Sustainable Consumption and Production in value chainsRajat Batra
Lessons learnt from on-ground projects, trying to imbed sustainability into value chains are shared - perceptions about Indian consumers are challenged and business case for SCP in value chains is put forth
The document summarizes Singapore's approach to water management and public-private partnerships (PPPs) in water infrastructure projects. Key points:
- Singapore faces water challenges due to its small size and high population density. It implements an integrated water management approach to collect, treat, and reuse every drop of water.
- PPPs such as design-build-own-operate contracts have been used for desalination and water reuse plants. These long-term contracts allocate construction and operation risks to private partners.
- The water purchase agreements and step-in agreements in the PPPs balance public and private interests. Payment structures incentivize performance and index prices to costs. With monitoring, the PPP
A IFC e o setor de saneamento - Evento lançamento Manual de Perdas_RJ_2013FIA Business School
Apresentação realizada pela IFC durante o lançamento do Manual de Perdas de Água promovido pela IFC, GO e Hiria em julho de 2013. Mais informações em: http://combaterperdasdeagua.com.br/ ou www.hiria.com.br
This document summarizes the findings of a review conducted by South East Water on improving water network intelligence. The review identified 6 priority themes to focus on: 1) real-time customer services, 2) asset condition monitoring, 3) data mining and knowledge discovery, 4) network automation systems, 5) coordinated infrastructure planning, and 6) workforce capacity building. Implementing initiatives aligned with these themes can help enhance efficiency, customer value, and prepare for future challenges by building intelligence into water network management and operations. The document discusses each theme and provides examples of current related projects and technologies being piloted or implemented by South East Water.
COMMERCIAL AND FINANCIAL OUTSOURCING OF A UTILITYwle-ss
Miya Water is a global leader in water efficiency management owned by BridgePoint fund. It aims to directly invest in water sectors through long-term projects focusing on training local staff, sustainable employment, and accessible water. Miya has experience reducing non-revenue water in projects in New Providence, Kingston, and Manila through leak detection, pressure management, and staff training. Typical concession agreements involve private companies investing in water infrastructure and operating water utilities for 25-50 years in exchange for annual fees and addressing shortfalls through tariff adjustments or extended agreements. Miya proposes to break the "vicious efficiency cycle" of deteriorating water systems through outsourcing commercial departments, private financing for meter upgrades, and tailoring solutions to improve
Towards The Result Based Utility Sector In ArmeniaCRRC-Armenia
This document summarizes a study on performance-based management in Armenia's water supply sector. It outlines reforms to the sector including privatization deals. It analyzes key performance indicators used by water supply companies before and after private sector involvement. Results included improved access, duration and quality of water services as well as higher bill collection rates. However, some challenges remained regarding public access to information and accountability. The study recommends expanding performance metrics and increasing transparency and responsiveness to improve customer satisfaction.
Session Governance - Principles for ppp april 2010IRC
This document summarizes the experiences of introducing public-private partnerships (PPPs) for rural water services in Rwanda, Uganda, and Senegal. It discusses the key principles of good governance for PPPs, including accountability, transparency, participation, fairness, efficiency, and decency. Benefits of PPPs in the three countries included improved service quality, access, financial sustainability, and management. Challenges included ensuring water is provided affordably as a public good, building local capacity, and addressing environmental issues. Lessons focused on establishing an enabling policy framework, building stakeholder capacity, strengthening monitoring and regulation, and gradually increasing private sector involvement.
Presentation slides for "Revenue Resilience in a Changing Industry: Water & Sewer Utility Needs," presented by Mary Tiger at Winter 2014 NCLGBA Conference on December 11, 2014.
Sustainable Consumption and Production in value chainsRajat Batra
Lessons learnt from on-ground projects, trying to imbed sustainability into value chains are shared - perceptions about Indian consumers are challenged and business case for SCP in value chains is put forth
The document summarizes Singapore's approach to water management and public-private partnerships (PPPs) in water infrastructure projects. Key points:
- Singapore faces water challenges due to its small size and high population density. It implements an integrated water management approach to collect, treat, and reuse every drop of water.
- PPPs such as design-build-own-operate contracts have been used for desalination and water reuse plants. These long-term contracts allocate construction and operation risks to private partners.
- The water purchase agreements and step-in agreements in the PPPs balance public and private interests. Payment structures incentivize performance and index prices to costs. With monitoring, the PPP
A IFC e o setor de saneamento - Evento lançamento Manual de Perdas_RJ_2013FIA Business School
Apresentação realizada pela IFC durante o lançamento do Manual de Perdas de Água promovido pela IFC, GO e Hiria em julho de 2013. Mais informações em: http://combaterperdasdeagua.com.br/ ou www.hiria.com.br
This document summarizes the findings of a review conducted by South East Water on improving water network intelligence. The review identified 6 priority themes to focus on: 1) real-time customer services, 2) asset condition monitoring, 3) data mining and knowledge discovery, 4) network automation systems, 5) coordinated infrastructure planning, and 6) workforce capacity building. Implementing initiatives aligned with these themes can help enhance efficiency, customer value, and prepare for future challenges by building intelligence into water network management and operations. The document discusses each theme and provides examples of current related projects and technologies being piloted or implemented by South East Water.
Waste minimization or waste reduction at source is increasingly being realized as a component for enhancing competitiveness. Many industrial firms make a special effort to minimize generation of waste so as not only to reduce their waste treatment and disposal costs but also improve their resource efficiency. However, small and medium sized industry experience difficulties in systematically integrating waste minimization actions into their overall management practices– largely as consequence of their time, expertise and money constraints.
The current waste management cost can be reduced by designing the waste management systems, scientifically with focus on 3R .The volume of ‘residual waste’ after recovery / recycle of materials can be drastically reduced thus cutting down treatment and disposal costs. In studies conducted by UNEP it has been demonstrated that by adopting the Integrated Solid Waste Management approach the residual waste requiring disposal can be easily brought down to just 30-40%. In case the residual waste is sent to landfill, this would also mean that the life of existing landfills will be appreciably increased. Earnings from recovered materials and resources can further ease the budget requirements for waste management.
Recovering energy from waste can become an excellent source of renewable energy. Conversion of organic waste into useful materials (e.g. compost) and/or energy can apart from affecting a significant reduction in waste quantity can provide cheap and renewable energy. Other waste components which are not easily amenable to recycling (such as dirty plastic and paper) can also be converted into fuel, of course with due care for combustion related emissions.
The private sector is getting increasingly involved in waste management so it is not just a service to be provided by the government. In many cities the entire range of waste management services – collection, transportation, treatment and disposal are now provided by private sector. There is a huge potential for engaging private sector not only in recycling industry but also in establishing industry based on recycled material as input materials. This can have a snowballing effect in terms of directing private finances, job creation and industrial promotion. The beneficial environmental aspects in terms of reduced extraction of non-renewable resources are obvious.
Empowerment of the poor and employment generation are the major demands in developing countries. Waste management with focus on segregation and recycling can serve the twin objective of creating employment opportunities for the poor and thus enabling them to improve their life styles. It can be treated as a business opportunity with a good potential for job creation.
This document summarizes a conference paper on managing groundwater quality in urban areas, with a focus on the city of Rawalpindi, Pakistan. It discusses the challenges facing water management in megacities, including issues like urbanization, lack of investment, and inefficient governance. It then analyzes the current state of Rawalpindi's water infrastructure and management, finding high contamination levels, overextraction of groundwater, and low revenue collection. New strategies are proposed to transform the water agency into a more sustainable, efficient, and customer-friendly organization through improved planning, zoning, metering, and community participation.
IRJET- Enhancement of Productivity and Minimization of Waste using Lean C...IRJET Journal
This document summarizes a study on enhancing construction productivity and minimizing waste using lean construction techniques. The study examined a concrete construction project in India. At the project level, lack of coordination between contractors caused delays. The study proposed using Last Planner and Linear Scheduling Methods to improve communication and scheduling. At the operation level, a systematic approach identified wastes, redesigned operations, and trained employees, reducing wastes in field installations. Implementing lean concepts like Last Planner and reducing wastes were found to increase productivity and performance.
Uniform plumbing codes & water use efficiency_Neeta Sharma_2013India Water Portal
This document summarizes a presentation about water use efficiency and the Uniform Plumbing Code in India. It discusses IAPMO India's role in developing codes and standards, as well as education and training programs. It outlines IAPMO India's activities, including code development, training programs, product testing and certification, water and energy audits, and third party inspections. It then discusses concepts like water efficiency, innovative wastewater technologies, and the importance of codes. Finally, it provides details on the Uniform Plumbing Code for India and the Green Plumbing Code Supplement for India.
Effects of Customer Satisfaction on Water Utility Business Performance: A Cas...AI Publications
This document summarizes a study that examined the effects of customer satisfaction on the business performance of Mbinga Urban Water Supply and Sanitation Authority (MBIUWASA) in Tanzania. The study aimed to analyze the influence of customer satisfaction on return on assets (RoA), the relationship between customer satisfaction and return on equity (RoE), and the impact of customer satisfaction on return on investment (RoI). The study found that MBIUWASA customers were not satisfied with the water services due to problems like unreliable supply. Regression analysis showed a positive relationship between customer satisfaction and the business performance variables. The study concluded that MBIUWASA needs to invest more in water sources to improve service quality and customer satisfaction.
This document discusses deploying best available techniques in water management in India. It summarizes Veolia's experience and activities in India, focusing on water services since 1999. It then provides 6 recommendations: 1) update and enforce water pollution standards, 2) focus cleanup efforts on key polluting basins, 3) ensure proper operations and maintenance to optimize investment, 4) speed up project award processes, 5) increase value through smarter water management, and 6) promote circular economy approaches that transform wastewater treatment plants into power stations.
Sydney Water developed frameworks to manage its water main assets to achieve service levels and value for customers. It conducted surveys that showed customers value service, brand, and price equally. Repeated failures significantly reduced satisfaction. Business customers tolerated planned interruptions less than residents. Sydney Water incorporated these customer insights by prioritizing repeat failure mains for renewal, and accounting for social costs like traffic disruptions in critical main replacement modeling to improve service levels and reputation. This allows them to optimize investments while meeting customer expectations in a constrained financial environment.
The document provides updates on projects completed and in progress by pManifold in fiscal year 2014-2015. Key points include:
- pManifold continues to serve markets in Indian utilities including power, water, and waste, with a focus on public-private partnership models.
- They completed over 30 projects spanning industries like lifesciences, power, water, and environment across locations in India and globally.
- Projects included market research, customer surveys, mobile app development, training, and consulting services.
- pManifold now has a team of 17 consultants and plans to further develop services around customer studies, process audits, stakeholder engagement, and enterprise mobility.
The document summarizes the work of GreenCape, a non-profit organization in South Africa, to promote water reuse in industrial processes. GreenCape conducted interviews with industrial managers, researchers, consultants, and technology suppliers to understand drivers and barriers to industrial water reuse. Key drivers included water risk to businesses from drought, while main barriers were high capital costs and lack of funding. The project developed case studies of companies that successfully reduced water usage and a business case calculator to evaluate potential water reuse projects. GreenCape aims to increase adoption of reuse by providing information and supporting investment in water technologies.
2 ijaems oct-2015-5-capacity building program for non-revenue water reduction...INFOGAIN PUBLICATION
Water is precious! The access to safe water in India has commendably improved from 72% in 1990 to 94% in 2014. Delay in providing facilities to counterbalance the population growth and water demand is the major problem in India. Water loss in water distribution systems in an important issue in India. Studies indicate that up to 50-60 percent of treated and pumped water in lost during transit form water treatment plant to consumer end. It has, therefore, attracted a lot of attention of practioners and the researchers as well over the past few years. High levels of non-revenue water (NRW) reflect huge volumes of water lost through physical and apparent loss components, not being invoiced to customers. It seriously affects the financial viability of water utilities through lost revenue and increased costs. The overall objective of a distribution system is to deliver wholesome water to consumers at adequate residual pressure in sufficient quantity and achieve continuity and maximum coverage by reducing losses. A case study of 4-pilot sites of Jaipur city was taken for NRW study. This paper provides a review of the issues and strategy pertaining to reduction of NRW with special reference to India and the necessity of evolving appropriate performance indicator.
This document provides a summary of a project report on quality assurance submitted by Sudhanshu Kumar to MAEER's MIT School of Business. The report discusses Tata Steel and its subsidiary Jamshedpur Utilities and Services Company (JUSCO), which provides various infrastructure services including water, power, construction, waste management, and public health. It outlines JUSCO's vision, mission, values, and quality policy. The report also describes JUSCO's various business lines and the role of its quality assurance department. The objective of the project was to evaluate the quality of JUSCO's services. Primary and secondary data was collected through field work and company records. The theoretical background discusses definitions of quality and quality assurance
Aguas Andinas Corporate Presentation January 2018AguasAndinas
This document provides an overview of Aguas Andinas, Chile's largest water utility company. Some key points:
- Aguas Andinas serves 2.2 million clients, representing 43% of the industry's clients and supplying 50% of the total potable water in Chile.
- It has 100% coverage of potable water and sewage treatment services.
- Aguas Andinas has one of the lowest water tariffs in Chile and among OECD nations.
- The document outlines Aguas Andinas' strategy, shareholder structure, concession areas, and regulatory framework.
The document discusses industrial wastewater pollution, its causes, effects, and methods of control and prevention. It provides background on wastewater generation and treatment in India, noting that wastewater treatment capacity meets only 26% of urban wastewater generation. Industrial wastewater pollution is caused by lack of strict policies, outdated technologies, lack of capital, and unplanned industrial growth. Effects include harm to ecosystems, thermal pollution, eutrophication, increased water murkiness, and health impacts of chemicals. Control methods include strict laws and regulations, developing affordable pollution control technologies, and government incentives for their use.
CHINA MARKET OUTLOOK: CHINA EUROPE WATER PLATFORM BUSINESS PROGRAMiQHub
The document summarizes a business and innovation program event focused on the China water market outlook. It provides an overview of the China Europe Water Platform, which promotes business cooperation and solutions for water challenges. The event agenda covered major Chinese water policy drivers like Five Year Plans, market and technology opportunities, barriers to entering the market, and recommendations around applying best available technologies, ensuring customized solutions, and framework conditions for utilities. The document analyzed the large and growing Chinese water treatment market and opportunities in areas like wastewater, sludge treatment, and sponge cities initiatives.
Aguas Andinas Corporate Presentation December 2017AguasAndinas
Aguas Andinas is Chile's largest water utility company, providing potable water and sewage treatment to 2.2 million clients, representing 43% of the industry. It has one of the lowest tariffs in Chile and among OECD nations. The company is 56.6% owned by Suez and is regulated under Chile's framework, which sets tariffs every five years based on a model company to ensure a minimum 7% return. Aguas Andinas is contributing to sustainable development goals in areas like renewable energy, emissions reductions, and social programs. It faces some regulatory risk from a pending bill that could modify the tariff-setting process and service providers' obligations.
The document summarizes a municipal energy efficiency program in Tamil Nadu, India that uses an Energy Service Company (ESCO) model for project financing. The program aims to improve energy efficiency in water supply and street lighting systems across 29 cities in Phase I and 16 additional cities in Phase II. It establishes a replicable financing model and toolkit for municipal energy efficiency projects using performance contracting through ESCOs. The program has helped spur similar programs in other parts of India and greater private sector involvement in municipal energy efficiency projects.
Applications of Re-Engineered Productivity Award Model in the Measurement of ...IJAEMSJORNAL
The purpose of this study is to measure performance and identify operational strategies for improving water supply systems in Nigeria. Water has remained the most crucial element in the environment as mankind significantly depends on it for their existence. Performance metrics framework for productivity of water supply system (WSS) in Nigeria has thus far been underestimated hence the need for user friendly approach to effectively assess critical activities of the system. A re-engineered productivity award model (RPAM) adopted in this study consists of 10-point core measures that control overall performance of the WSS as well as other supportive measures for the realization of set goals of the system. The application of the model recorded a score of 44.08% which is an inducement to placing WSS on the threshold of significant achievement of strategic goals. This suggests possible adaptation of the model and improvement effort which has the capacity of addressing identified barriers to its implementation. The capacities of the strategic adaptive framework include creation of competitive platform for recognizing stakeholders who have greater influence in higher productivity solutions in water supply systems.
Aguas Andinas Corporate Presentation February 2018AguasAndinas
Aguas Andinas is Chile's largest water utility company, providing potable water and sewage treatment to 2.2 million clients, representing 43% of the industry. It has one of the lowest tariffs in Chile and among OECD nations. The presentation provides an overview of Aguas Andinas' operations, strategy, and regulatory environment. Key points include its vision to ensure sustainable water resources, initiatives to achieve zero emissions through water reuse, and contribution to 12 of the UN's 17 Sustainable Development Goals. The company operates within Chile's highly regulated water industry framework, where tariffs are set every five years through a negotiation process between Aguas Andinas and the regulator SISS.
The document summarizes a business meeting agenda between EU businesses and Indian organizations to discuss solutions for India's water challenges. The agenda includes introductions, presentations on innovative solutions for municipal sewage, industrial effluents, water quality monitoring, and GIS-based mapping for the Ganga river basin. It also includes a Q&A session and discussions on forming an Indo-European Water Partnership for collaboration. Several EU companies provide examples of their experiences and technologies.
Regulation and water pricing to simulate efficiency in water services: the ro...EIP Water
This document discusses how water regulation and pricing in Portugal is stimulating more efficient water services. It provides an overview of water regulation authorities worldwide and the rationale for regulation in Portugal given the large number and diversity of water operators. The Portuguese Water and Waste Services Regulation Authority regulates utilities to incentivize quality of service, economic efficiency, and innovation. Regulation aims to balance efficiency gains, sustainability, and affordability through tools like benchmarking, information sharing, and new tariff models that promote cost recovery while incentivizing operators to invest in innovation. Challenges remain around infrastructure maintenance, operational efficiency, and financial sustainability.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Waste minimization or waste reduction at source is increasingly being realized as a component for enhancing competitiveness. Many industrial firms make a special effort to minimize generation of waste so as not only to reduce their waste treatment and disposal costs but also improve their resource efficiency. However, small and medium sized industry experience difficulties in systematically integrating waste minimization actions into their overall management practices– largely as consequence of their time, expertise and money constraints.
The current waste management cost can be reduced by designing the waste management systems, scientifically with focus on 3R .The volume of ‘residual waste’ after recovery / recycle of materials can be drastically reduced thus cutting down treatment and disposal costs. In studies conducted by UNEP it has been demonstrated that by adopting the Integrated Solid Waste Management approach the residual waste requiring disposal can be easily brought down to just 30-40%. In case the residual waste is sent to landfill, this would also mean that the life of existing landfills will be appreciably increased. Earnings from recovered materials and resources can further ease the budget requirements for waste management.
Recovering energy from waste can become an excellent source of renewable energy. Conversion of organic waste into useful materials (e.g. compost) and/or energy can apart from affecting a significant reduction in waste quantity can provide cheap and renewable energy. Other waste components which are not easily amenable to recycling (such as dirty plastic and paper) can also be converted into fuel, of course with due care for combustion related emissions.
The private sector is getting increasingly involved in waste management so it is not just a service to be provided by the government. In many cities the entire range of waste management services – collection, transportation, treatment and disposal are now provided by private sector. There is a huge potential for engaging private sector not only in recycling industry but also in establishing industry based on recycled material as input materials. This can have a snowballing effect in terms of directing private finances, job creation and industrial promotion. The beneficial environmental aspects in terms of reduced extraction of non-renewable resources are obvious.
Empowerment of the poor and employment generation are the major demands in developing countries. Waste management with focus on segregation and recycling can serve the twin objective of creating employment opportunities for the poor and thus enabling them to improve their life styles. It can be treated as a business opportunity with a good potential for job creation.
This document summarizes a conference paper on managing groundwater quality in urban areas, with a focus on the city of Rawalpindi, Pakistan. It discusses the challenges facing water management in megacities, including issues like urbanization, lack of investment, and inefficient governance. It then analyzes the current state of Rawalpindi's water infrastructure and management, finding high contamination levels, overextraction of groundwater, and low revenue collection. New strategies are proposed to transform the water agency into a more sustainable, efficient, and customer-friendly organization through improved planning, zoning, metering, and community participation.
IRJET- Enhancement of Productivity and Minimization of Waste using Lean C...IRJET Journal
This document summarizes a study on enhancing construction productivity and minimizing waste using lean construction techniques. The study examined a concrete construction project in India. At the project level, lack of coordination between contractors caused delays. The study proposed using Last Planner and Linear Scheduling Methods to improve communication and scheduling. At the operation level, a systematic approach identified wastes, redesigned operations, and trained employees, reducing wastes in field installations. Implementing lean concepts like Last Planner and reducing wastes were found to increase productivity and performance.
Uniform plumbing codes & water use efficiency_Neeta Sharma_2013India Water Portal
This document summarizes a presentation about water use efficiency and the Uniform Plumbing Code in India. It discusses IAPMO India's role in developing codes and standards, as well as education and training programs. It outlines IAPMO India's activities, including code development, training programs, product testing and certification, water and energy audits, and third party inspections. It then discusses concepts like water efficiency, innovative wastewater technologies, and the importance of codes. Finally, it provides details on the Uniform Plumbing Code for India and the Green Plumbing Code Supplement for India.
Effects of Customer Satisfaction on Water Utility Business Performance: A Cas...AI Publications
This document summarizes a study that examined the effects of customer satisfaction on the business performance of Mbinga Urban Water Supply and Sanitation Authority (MBIUWASA) in Tanzania. The study aimed to analyze the influence of customer satisfaction on return on assets (RoA), the relationship between customer satisfaction and return on equity (RoE), and the impact of customer satisfaction on return on investment (RoI). The study found that MBIUWASA customers were not satisfied with the water services due to problems like unreliable supply. Regression analysis showed a positive relationship between customer satisfaction and the business performance variables. The study concluded that MBIUWASA needs to invest more in water sources to improve service quality and customer satisfaction.
This document discusses deploying best available techniques in water management in India. It summarizes Veolia's experience and activities in India, focusing on water services since 1999. It then provides 6 recommendations: 1) update and enforce water pollution standards, 2) focus cleanup efforts on key polluting basins, 3) ensure proper operations and maintenance to optimize investment, 4) speed up project award processes, 5) increase value through smarter water management, and 6) promote circular economy approaches that transform wastewater treatment plants into power stations.
Sydney Water developed frameworks to manage its water main assets to achieve service levels and value for customers. It conducted surveys that showed customers value service, brand, and price equally. Repeated failures significantly reduced satisfaction. Business customers tolerated planned interruptions less than residents. Sydney Water incorporated these customer insights by prioritizing repeat failure mains for renewal, and accounting for social costs like traffic disruptions in critical main replacement modeling to improve service levels and reputation. This allows them to optimize investments while meeting customer expectations in a constrained financial environment.
The document provides updates on projects completed and in progress by pManifold in fiscal year 2014-2015. Key points include:
- pManifold continues to serve markets in Indian utilities including power, water, and waste, with a focus on public-private partnership models.
- They completed over 30 projects spanning industries like lifesciences, power, water, and environment across locations in India and globally.
- Projects included market research, customer surveys, mobile app development, training, and consulting services.
- pManifold now has a team of 17 consultants and plans to further develop services around customer studies, process audits, stakeholder engagement, and enterprise mobility.
The document summarizes the work of GreenCape, a non-profit organization in South Africa, to promote water reuse in industrial processes. GreenCape conducted interviews with industrial managers, researchers, consultants, and technology suppliers to understand drivers and barriers to industrial water reuse. Key drivers included water risk to businesses from drought, while main barriers were high capital costs and lack of funding. The project developed case studies of companies that successfully reduced water usage and a business case calculator to evaluate potential water reuse projects. GreenCape aims to increase adoption of reuse by providing information and supporting investment in water technologies.
2 ijaems oct-2015-5-capacity building program for non-revenue water reduction...INFOGAIN PUBLICATION
Water is precious! The access to safe water in India has commendably improved from 72% in 1990 to 94% in 2014. Delay in providing facilities to counterbalance the population growth and water demand is the major problem in India. Water loss in water distribution systems in an important issue in India. Studies indicate that up to 50-60 percent of treated and pumped water in lost during transit form water treatment plant to consumer end. It has, therefore, attracted a lot of attention of practioners and the researchers as well over the past few years. High levels of non-revenue water (NRW) reflect huge volumes of water lost through physical and apparent loss components, not being invoiced to customers. It seriously affects the financial viability of water utilities through lost revenue and increased costs. The overall objective of a distribution system is to deliver wholesome water to consumers at adequate residual pressure in sufficient quantity and achieve continuity and maximum coverage by reducing losses. A case study of 4-pilot sites of Jaipur city was taken for NRW study. This paper provides a review of the issues and strategy pertaining to reduction of NRW with special reference to India and the necessity of evolving appropriate performance indicator.
This document provides a summary of a project report on quality assurance submitted by Sudhanshu Kumar to MAEER's MIT School of Business. The report discusses Tata Steel and its subsidiary Jamshedpur Utilities and Services Company (JUSCO), which provides various infrastructure services including water, power, construction, waste management, and public health. It outlines JUSCO's vision, mission, values, and quality policy. The report also describes JUSCO's various business lines and the role of its quality assurance department. The objective of the project was to evaluate the quality of JUSCO's services. Primary and secondary data was collected through field work and company records. The theoretical background discusses definitions of quality and quality assurance
Aguas Andinas Corporate Presentation January 2018AguasAndinas
This document provides an overview of Aguas Andinas, Chile's largest water utility company. Some key points:
- Aguas Andinas serves 2.2 million clients, representing 43% of the industry's clients and supplying 50% of the total potable water in Chile.
- It has 100% coverage of potable water and sewage treatment services.
- Aguas Andinas has one of the lowest water tariffs in Chile and among OECD nations.
- The document outlines Aguas Andinas' strategy, shareholder structure, concession areas, and regulatory framework.
The document discusses industrial wastewater pollution, its causes, effects, and methods of control and prevention. It provides background on wastewater generation and treatment in India, noting that wastewater treatment capacity meets only 26% of urban wastewater generation. Industrial wastewater pollution is caused by lack of strict policies, outdated technologies, lack of capital, and unplanned industrial growth. Effects include harm to ecosystems, thermal pollution, eutrophication, increased water murkiness, and health impacts of chemicals. Control methods include strict laws and regulations, developing affordable pollution control technologies, and government incentives for their use.
CHINA MARKET OUTLOOK: CHINA EUROPE WATER PLATFORM BUSINESS PROGRAMiQHub
The document summarizes a business and innovation program event focused on the China water market outlook. It provides an overview of the China Europe Water Platform, which promotes business cooperation and solutions for water challenges. The event agenda covered major Chinese water policy drivers like Five Year Plans, market and technology opportunities, barriers to entering the market, and recommendations around applying best available technologies, ensuring customized solutions, and framework conditions for utilities. The document analyzed the large and growing Chinese water treatment market and opportunities in areas like wastewater, sludge treatment, and sponge cities initiatives.
Aguas Andinas Corporate Presentation December 2017AguasAndinas
Aguas Andinas is Chile's largest water utility company, providing potable water and sewage treatment to 2.2 million clients, representing 43% of the industry. It has one of the lowest tariffs in Chile and among OECD nations. The company is 56.6% owned by Suez and is regulated under Chile's framework, which sets tariffs every five years based on a model company to ensure a minimum 7% return. Aguas Andinas is contributing to sustainable development goals in areas like renewable energy, emissions reductions, and social programs. It faces some regulatory risk from a pending bill that could modify the tariff-setting process and service providers' obligations.
The document summarizes a municipal energy efficiency program in Tamil Nadu, India that uses an Energy Service Company (ESCO) model for project financing. The program aims to improve energy efficiency in water supply and street lighting systems across 29 cities in Phase I and 16 additional cities in Phase II. It establishes a replicable financing model and toolkit for municipal energy efficiency projects using performance contracting through ESCOs. The program has helped spur similar programs in other parts of India and greater private sector involvement in municipal energy efficiency projects.
Applications of Re-Engineered Productivity Award Model in the Measurement of ...IJAEMSJORNAL
The purpose of this study is to measure performance and identify operational strategies for improving water supply systems in Nigeria. Water has remained the most crucial element in the environment as mankind significantly depends on it for their existence. Performance metrics framework for productivity of water supply system (WSS) in Nigeria has thus far been underestimated hence the need for user friendly approach to effectively assess critical activities of the system. A re-engineered productivity award model (RPAM) adopted in this study consists of 10-point core measures that control overall performance of the WSS as well as other supportive measures for the realization of set goals of the system. The application of the model recorded a score of 44.08% which is an inducement to placing WSS on the threshold of significant achievement of strategic goals. This suggests possible adaptation of the model and improvement effort which has the capacity of addressing identified barriers to its implementation. The capacities of the strategic adaptive framework include creation of competitive platform for recognizing stakeholders who have greater influence in higher productivity solutions in water supply systems.
Aguas Andinas Corporate Presentation February 2018AguasAndinas
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The document summarizes a business meeting agenda between EU businesses and Indian organizations to discuss solutions for India's water challenges. The agenda includes introductions, presentations on innovative solutions for municipal sewage, industrial effluents, water quality monitoring, and GIS-based mapping for the Ganga river basin. It also includes a Q&A session and discussions on forming an Indo-European Water Partnership for collaboration. Several EU companies provide examples of their experiences and technologies.
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Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
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The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
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https://www.youtube.com/@jenniferschaus/videos
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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Abiy Berehe - Texas Commission on Environmental Quality Updates
JUSCO_PPP_Jamshedpur_PPT_0.pdf
1. 24x7 Urban Water Supply at Jamshedpur
*****
Experience on PPP in Urban Water Supply and sanitation sector
Presentation
To
Working Group on Urban & Industrial Water Supply FOR 12TH
Five Year Plan ( 2011-2017) , Nirman Bhawan , N.Delhi on
18.03.2011
2. • Corporatisation of Municipal water
services: Jamshedpur Model
• PPP vehicle and Replication of Jusco
experience
Agenda
3. Need for change: Issues and constraints faced
1. Moderate Coverage (less than 67%) and declining service levels
2. High NRW > 36% due to physical losses and unauthorized connections
3. Flat tariff regime based on area with negligible levels of metering
4. Manual and decentralized customer management
5. Financial constraints - Deficit towards 2004 rose to US$ 8 million
annually
6. Operational - Home-grown operation and limited exposure to ‘best’
practices
A cost-centre mindset and limited exposure to technology and
management practices imposed operational and financial constraints.
4. Customer
Capturing
needs/
expectation
Employee/
partner
engagement
Enhancing customer
value by innovating
value chain driven
by professional
mgmt, cost effective
technology, best
practices
Institution-
alization
Sustainability
Operational
Environmental
Financial
Replicability
• Consistent good quality service
- Quality
- Pressure
- Availability
• Quick redressal of complaints
• Affordable price
• Need for service in unserved
areas
Customer
Value Engagement
platforms
• ORG Marg Survey
• Customer Contact
programme
• MOUs
• JSK Transactional
feedback
• Community engagement
•TBEM
• TPM
• ISO
•OHSAS
Overall Approach
5. JUSCO: Water Value Chain
Management Process driving Excellence
Leadership Strategic
Planning
Performance
Management
Information
& Knowledge
Management
Investment
Management
Risk
Management
HR
Management
Billing &
Collection
Water
Production
Maintenance
Management
Quality
Assurance
Enabling Water
Distribution
Customer
Management
2
1
3 4
6
5
Customer
Value &
sustainability
6. Underlying drivers of change..1
1. Independence and autonomy – Shift away from a cost-centre mindset
2. Articulation of a larger Vision – Quality Services for Life
• To succeed elsewhere, you had to be a world-leader at home
3. Meticulous benchmarking - information-led improvement
• Use of Balanced Scorecard and wide array of tools for information capture,
analysis and improvement
4. Sharp consumer focus
• Quick shift to a centralized customer management – JUSCO Sahyog Kendra
5. Adoption of Technology and Management practices
• Innovative use of TPM – a manufacturing best practice in a utility context
• Adoption of a wide range of technologies – leak detection, metering, energy
conservation, SCADA, GIS and Hydraulic modeling
7. Underlying drivers of change..2
6. Tackling NRW head-on
• Two pronged actions focused on physical losses and illegal connections
7. Telescopic tariffs and demand management
• Affordable lifeline supply tariffs to achieve buy-in for metering
8. Innovative approach to expand coverage
• Commercially sustainable cost sharing with consumers for expansion of network
• Nearly 18,000 consumers added through this approach
9. Partnerships and collaborations
• Veolia Water, Ranhill, TPM Institute Japan, Twinning arrangements…
10. Leveraging / building on the ‘TATA legacy’
• 8-hour working (1912), medical aid (1915), provident fund scheme (1920)
• Compassionate capitalism and building on Tata Steel’s legacy of community
engagement
8. 2.5
3.5
7.2
5.3
10.4
0.0
2.0
4.0
6.0
8.0
10.0
12.0
F Y '05 F Y '06 F Y '07 F Y '08 F Y '09
Result
Reduced NRW
Reduced SPC
Reduced SCC
Improved Quality
Increased Availability
Reduced Failure
Investment on Technology - Rs. crore
Impact on process efficiency due to
use of Technology & good practice
adoption
9. Process efficiency drives financial sustainability
Potable Water Actual Cost
4.9
4.4 4.4
4.1 4.1
3.5
4.0
4.5
5.0
FY'05 FY'06 FY'07 FY'08 FY'09
Year
Rs./M3
Industrial Water Actual Cost
2.4 2.3 2.1 2.1 2.0
0.0
1.0
2.0
3.0
FY'05 FY'06 FY'07 FY'08 FY'09
Year
Rs./M3
Operating Ratio
1.07 0.86 0.68 0.71 0.81
0.00
0.50
1.00
1.50
FY'05 FY'06 FY'07 FY'08 FY'09
Reduced NRW
Reduced SPC
Reduced SCC
Improved Quality
Increased Availability
Reduced Failure
10. Financial sustainability drives customer value
Potable Water actual Cost
4.9
4.4 4.4
4.1 4.1
3.5
4.0
4.5
5.0
FY'05 FY'06 FY'07 FY'08 FY'09
Year
Rs./M3
Industrial Water Actual Cost
2.4 2.3 2.1 2.1 2.0
0.0
1.0
2.0
3.0
FY'05 FY'06 FY'07 FY'08 FY'09
Year
Rs./M3
Number of Customers
37250 40818 42650
54372 59131
0
10000
20000
30000
40000
50000
60000
70000
F Y'05 F Y'06 F Y'07 F Y'08 F Y'09
Potable water tariff (Rs./KL)
7.9 7.9 7.9
6.0 5.0
0.0
2.0
4.0
6.0
8.0
FY'05 FY'06 FY'07 FY'08 FY'09
Satisfacion level of consumers -
Water tariff
27
54
65
50
40
0
10
20
30
40
50
60
70
Bangalore
Chandigarh
Jamshedpur
Pune
Bhubaneshw
ar
%
Source: Survey by AC Nielsen ORG Marg in2006
Sustenance volume tariff: 30Kl/Month
Operating Ratio
1.07
0.86
0.68 0.71 0.81
0.00
0.50
1.00
1.50
F Y'05 F Y'06 F Y'07 F Y'08 F Y'09
11. Customer value in turn drives financial sustainability
15.5
21.0 23.1 24.1 25.5
5.0
10.0
15.0
20.0
25.0
30.0
FY'05 FY'06 FY'07 FY'08 FY'09
Total Water Revenue (Rs.
crores)
Number of Customers
37250 40818 42650
54372 59131
0
10000
20000
30000
40000
50000
60000
70000
F Y'05 F Y'06 F Y'07 F Y'08 F Y'09
7.9 7.9 7.9
6.0 5.0
0.0
2.0
4.0
6.0
8.0
FY'05 FY'06 FY'07 FY'08 FY'09
Potablewater tariff (Rs./KL)
12. Parameter Unit 2005 2010
Coverage, Metering and NRW Reduction
Population covered % of Total 67% 85%
Connections Nos. 35,000 + 60,000 +
Water Consumption MLD 215 322
Metered Connections % of Total connections Neg. 30 %
Non Revenue Water % 36% 9.5%
Water Quality conformance
Bacteriological quality % of samples 93% 100 %
Free Chlorine level % of samples 86% 99.7 %
Customer Focus
Index value Score – Max 5 3.75 (2004) 4.2
Service Guarantee Compliance % of total 77% 99%
Repeat Complaints % of total 3.2% 0.03%
Water Treatment – Closing the loop
Sewage Network Coverage % of population 57% 72%
System Improvements
Failures in water systems Nos. Per month 44 1.1
Energy Consumption KWH / MLD 332 274
Financial Management and Human Resources
Operating Ratio Op. Cost/Revenue 1.07 0.82
Staff / 1000 connections nos. > 8 4.03
Impact of Corporatisation
15. International Level Recognition
“….organisation has
achieved
• a most effective
production system
• Implementation of
TPM activities has
bought about
remarkable results in
productivity, product
quality, cost reduction
& company culure
improvement”
The only company in the
utility services domain in the
world to achieve the
distinction of getting the
JIPM TPM excellence award.
16. International Level Recognition
Asian Water Management Excellence Award 2008 & Industry Category
Recognised as the most prestigious water
industry biennial awards in Asia.
JUSCO recognised for its contribution to the
development of the water industry in Asia.
Among the past winners include PUB Singapore,
Perpamsi, Penang Water Supply, Puncak Niaga
and SEAWUN & Manila Water.
JUSCO receives Global Water Intelligence
Award 2008 held in London
JUSCO has been conferred with Highly
Commended Certification as “ One of the most
effective water service providers on the Indian
Subcontinent” during the GWI Global Water
Award 2008 function held on 21 April 2008 in
London.
17. 2009 : National Urban Water Awards 2009 for “Citizen Services &
Governance” presented by the Hon’ble President of India at New
Delhi
National Level Recognition
18. CRISIL Award 2004-05
„Excellence in Improving service delivery through Corporatisation‟
National Level Recognition
“ World Bank Field Note seeks to capture the initiative of JUSCO in
converting a cost-centric service into a commercial and customer-oriented
company. Based on its successful home operations, the private operator is
also exploring options for expanding its expertise beyond its own operating
areas to other interested towns and
cities, while continuously improving services in Jamshedpur ”
“JUSCO’s is probably the ‘first of its kind’ initiative in the country
demonstrating the shift of urban services from a mere obligation to a viable
business activity….
….The initiative has the potential to leave a mark in the history of Urban
India’s developmental landscape….”
WSP- World Bank Study on JUSCO
19. PROOF OF THE PUDDING IS IN
EATING…..
Replicability
20. • Corporatisation of Municipal water services:
Jamshedpur Model
• PPP vehicle and Replication of Jusco
experience
Agenda
21. FORMS OF PUBLIC PRIVATE PARTNERSHIPS:
Allocation Of Key Responsibilities
Types of
Contract
Asset
ownership
Capital
Investment
O & M Commercial
Risk
Duration
(yrs)
Service
Contract
Public Public Private &
Public
Public 1-2
Management
Contract
Public Public Private Shared 3-5
Lease
Public Public (with
limited private)
Private Shared 8-15
Concession/
BOT
Public Private Private Private 25-30
Divestiture
Private or
Private &
Public
Private Private Private Indefinite
(license may
set term)
22. Mysore 24x7 Water Supply Project
Name of Project 24X7 Water Supply performance based management contract in
Mysore city
Job Description Conversion of intermittent to 24/7 continuous water supply system through
systematic improvements and network rehabilitation
Client Mysore City Corporation & Karnataka Water Supply & Drainage Board
(KUWSDB)
Salient Features • Hydraulic modeling, Network design and preparation and implementation
of Capital investment plan
• Rehabilitation of citywide water distribution network – About 800km of
pipeline (dia. 65- 350mm), 14 Booster Pump houses, 14 substations &
related electrical works
• Operation & maintenance of citywide water distribution system for 6 years
with fixed & performance linked remuneration
• 100% deputation of govt staff to Jusco
• Billing & Collection leading to increased revenue collections
• Establishment and Management of 24/7 Customer Complaint centres
Value Rs. 1620 million
Completion Time 72 Months
India’s largest water management P-P-P Project till date covering
million plus population and 150,000 service connections
23. Mysore Water Supply system - Facts
Present Population 9.0 Lakhs
Municipal Area 129 sq. km
No. of house connections 1,75,000 (Approx. 60,000 un-authorised)
Water availability 42.5 MGD
Net quantity available for supply 32.63 MGD
Total demand of water 35.25 MGD (@135 lpcd)
Water Supply Coverage 85 %
Total no. of wards 65
Tariff details Increasing block tariff structure (80% of the water
meters are not working)
NRW >50%
Frequency of water supply 2-3 hours (daily & alternate day supply in different
areas)
Distribution system 1900 km length pipelines of PVC (>60%), AC, GI
and CI
24. The Three Phases
Phase 1
12 Months
Phase 2
36 Months
Phase 3
24 Months
• O&M Plan
• Take-over Operations
• Study & Survey
• Design & Engineering
• IMIS
• Capital Investment Plan
• O&M
• Sustainability of
operations
• Implementation of CIP
• Rehabilitation works
• Metering program
•O
&
M
•Billing
&
Collection
•Customer
Support
Systems
25. Performance Measures
Performance Parameter Weightage
Number of connections with 24x7 30%
Revenue Improvement 30%
Revenue Water in 24x7 area 10%
Resolution of Complaints on service in
24x7 area
10%
Resolution of Complaints in entire
zone
5%
Leakage levels in 24x7 5%
Quality compliance in 24x7 area 5%
Pressure compliance in 24x7 area 5%
26. Project Structuring Summary
• Performance based Management
Contract
Phase 1: Study Phase (Baseline
study)
Phase 2: Rehabilitation Phase
Phase 3: O&M Phase
Remodeling & Rehabilitation of
distribution network, establishing
DMAs to convert intermittent to
24/7 continuous water supply
Fixed & Performance based fees
• Sharing of Risks between
Operator and ULB
Investment (JNNURM)
Revenue collection Risk
with Operator (limited)
Performance Risk with
Operator
Design & Construction
Risk with Operator
Operation Risk with
Operator
1. Tariff to be fixed by MCC
2. Operator to bill, collect and pass on the revenues to MCC
27. Sector - V, Salt Lake Project
Name of Project Development & Management of Water & Sewerage
Network at Salt Lake Sector-V (Kolkata) on BOT basis
for 30 years
Client NDITA, Kolkata (KMDA as Tech. Facilitator)
Job Description • Design and Construction of clear water UGR, Pump
House, ESR, Laying of Clear Water Transmission Main
& Distribution Network, Installation of bulk & consumer
meters
• Design and Construction of STP, IPS, Sewerage
Network, O&M of all water & sewerage assets.
• Billing and collection
Salient Features • JUSCO-VOLTAS Consortium shall design, plan,
develop, finance, construct, administer, manage,
operate and maintain the Project,
• Part-financing of project (65%); Balance 35% by
JNNURM
• lowest water-cum-sewerage charges per KL criteria for
bidder selection.
• Construction period - 19 months
Value • Water Supply – Rs. 260.7 million
• Sewerage System – Rs. 340.7 million
Concession
Period
30 Years
1st Water Sector P-P-P Project sanctioned under JNNURM Program
28. SPV - Naba Diganta Water Management Ltd. - JUSCO & VOLTAS
NITA shall make treated water available of adequate quantity
conforming to the Quality Standards from the Kolkata Municipal
Corporation (KMC) network to JUSCO @ Rs.5.00 per KL
Land available for construction of pumping station, elevated reservoir
and STP free of cost
Tariff Escalation @ 10% at every 5 years shall be applicable
Allowing JUSCO to levy „water-cum-sewerage charges‟ @ Rs.25.00
per KL of water supplied (Rs.15 for water supply and Rs.10 for
sewerage) to the premises connected to water supply network.
Allowing JUSCO to take one-time connection charges @ Rs.10.00 per
sft. of built up area of the premises
Capital subsidy to JUSCO to the extent of 35% of the capital cost of
the Project through JN-NURM.
Project awarded in Nov‟07 & Asset creation completed and
inaugurated on 4th Jan‟11. O&M services commenced
Key Contract Features
29. Project Structuring Summary
• Concession / BOT
Investment
Water & sewer network Development
Operation & Maintenance
Increasing service coverage and
Retail distribution
Bulk & consumer Metering
Billing & Collection
• Major Risks with
the Operator
Investment risk
Demand Risk
Revenue Risk
Performance Risk
Construction Risk
30. Water Supply Project, Haldia
Name of
Project
Design, Development, Operations & Maintenance of
water supply system in Haldia on Lease (of existing
assets) and BOT basis (of new assets) for 25 years
Client Haldia Development Authority, Haldia
Job
Description
• O&M of the existing 113.5 MLD water treatment plant,
service of tube well of 13.62 MLD capacity and existing
network.
• Construction of new 113.5 MLD water treatment plant in
2 equal modules and subsequent O&M of the plant.
• Intake structure on river Haldi, Raw water pump house,
DI conveyance main for raw water, dissolved air
floatation based water treatment plant.
• 100% existing staff deputed to Jusco
• Billing and collection from consumers.
Salient
Features
•JUSCO is the lead partner in the project SPV with 60%
stake. Ranhill Utilities is the partner with 40% stake.
•Construction & O&M of new and existing WTP (25 MGD)
and distribution network leased to the project SPV
•Financing of project.
Duration 25 years
Project Cost Rs. 1000.00 million (Approx.)
25 years
Water Supply lease
and BOT project for
Haldia Industrial
Township
1st Water Sector P-P-P Project in West Bengal based on unique structure
of Lease cum BOT
31. • SPV – Haldia Water Management Ltd. – 60:40 JV between JUSCO and
Ranhill Utilities
• Tariff to be set by HDA with mim 3% y-o-y increase
• Operator to sell water and earn his revenue which goes into an escrow
account
• Disbursements – Statutory levies, license fee, o&m and power cost, debt
servicing costs; Balance would be SPV‟s profit.
• Investments to be entirely borne by SPV for meeting contract obligations
including defined SLGs
• License fee quoted by the parties was discounted @ 12% and the Net
Present Value (NPV) was calculated. The party with highest NPV was
selected as the preferred bidder
• Guaranteed income to HDA over the concession period is estimated to
be Rs1,220 crore.
• The entire facility shall revert back to HDA at no cost, on the expiry of the
concession period.
Key Contract Features
32. Project Structuring Summary
• Lease Cum BOT
Leasing of existing assets for a committed
license fee
Investment in new assets & systems by
concessionaire
Source Development / Augmentation
Remodeling & Rehabilitation of
distribution network
Increasing water sales through new
industrial consumers
Bulk & consumer Metering, NRW
Reduction
Billing & Collection
License fee to be paid every year as per
commitment
• Major Risks with the
Operator
Investment risk
Demand Risk
Revenue Risk
Performance Risk
Construction Risk
Operations risk
33. Unsafe working Platforms Unsafe Pump couplings
Unsafe Stairs Unsafe Electrical
Facilities
No Maintenance of
equipment
No Prev maintenance of
Civil Structures
Poor house keeping
No Personal protective
equipments
Absence of
Preventive
Maintenance, Plant
& Employee Safety,
Poor house keeping
leading to Low
Employee Morale &
Productivity
The Haldia Story: Before
Frequent leaks and poor management of leaks
Badly corroded equipments
34. Taking over the whole utility from PHED on 1st Nov 2008.
Understanding the plants & equipments, pipe network,
manpower and the customers including the bottlenecks in
the system.
Condition and performance analysis of all the equipments
done.
Finalized the immediate and long term Renovation and
Replacement plan for the whole utility.
Comprehensive maintenance plan for different facilities and
equipments.
NRW Reduction plan in place with concrete immediate
actions for NRW reduction.
Initiatives taken
35. Wage agreement with the mazdoor union of the contract
workers.
Establishing a latest state of art Laboratory compatible with
NABL requirements.
Skill Gap analysis of all workers and making different
training modules.
Imparting regular training to all workers as per the
requirement.
Identification of all the unsafe conditions in the plants and
the remedial actions.
Initiatives taken contd.
36. Special focus on safety with 100% enforcement of PPEs.
Implementing several good IR practices for employees
motivation.
Total preventive maintenance launched.
Process strengthening initiatives taken. ISO -9001: 2008
implemented and OHSAS -18001 implementation in
progress.
JUSCO customer care, for single window customer
complaint management.
Services for under privileged community.
Initiatives taken contd.
37. The Haldia Story: After two years journey
Changed over view of WTP Clean and safe plants
TPM at Geonkhali Class room training to workers
Equipped Laboratory
Hands on JISHU HOZEN
Basudevpur pump house
TPM Deployment
Transformation
through Introduction
of Best practices,
TPM , Employee
engagement, Skill
enhancement,
Safety Systems etc..
Employees participation Safe working platforms
Visual Management
38. ~ Also significant improvement across all segments
Quality of Water Supply (2010 Vs. 2009)
(Figs indicate top 2 box % - extremely
or somewhat satisfied)
38
44
36
40
33
68 70 70
60
80
0
20
40
60
80
100
All Top 10 Industrial Industrial Commercial Domestic
2009 2010
39. Availability of Water Supply in terms of Number of Hours (2010 Vs.
2009)
~ Significant improvement in terms of water availability
~ The top 10 industrial customers and the commercial customers more satisfied as compared to
the rest
28
56
36
7
20
54
90
41
80
30
0
20
40
60
80
100
All Top 10 Industrial Industrial Commercial Domestic
2009 2010
(Figs indicate top 2 box % - extremely
or somewhat satisfied)
40. ~ Across all service aspects, the customers feel that there has been an improvement – maximum
improvement perceived in terms of customer service, followed by water quality
~ Pressure of supply needs to be improved to increase the overall satisfaction levels
(Figs in %)
59
49 53
44
78
36
46 41
42
17
3 3 5
9
2
0
20
40
60
80
100
Quality of water Availability of
water
Sufficiency of
supply
Pressure of
supply
Customer service
Have gone
down
Remained
same
Have
improved
Has there been any improvement after JUSCO has taken over?
All segments combined
45. Critical Success Factors for Successful PPP
• Enabling environment for private operator to manage
the system
• Single agency functional co-ordination between “Private
Partner” AND Water Board ,LUB & UDD etc .
• Provision to be made in the agreement for mandatory
review of financial performance of the “Private Partner”
in case of variation in to the demand pattern as
projected in the concession agreement .
• Flexibility in the structure of concession fees to be made
compatible for “Private Partner” for sustainability &
viability of business during tenure.
• Timely release of funds linked to proportionate
contribution by ULB in case of JNURM funded projects.
46. • Responsibility matrix w.r.t compliance of various
statutory provisions applicable for the concerned scheme
to be detailed & finalized in the PPP model to avoid
problems at a later stage .
• Govt. agency must shoulder responsibility for collection
user charges as “Private Partner” may not force the
issue to users on its own.
• Land ,Forest & Environment clearance be taken by
Authority prior to signature date of agreement.
• Incentives for efficient performance to Deputed ULB
Staff should be part of the contract.
Critical Success Factors for Successful PPP
..2
47. PPP Water… Private Sector Perspective
• Most developers are into other infrastructure sectors as
well
• Water Projects considered risky for investment
• Insignificant Private Investment – grant funding in most
projects
• “Payment Security Mechanism” and “Low Tariff” are key
constraints
– Ability of City Government to guarantee payments
– Tariff as function of capital and O&M costs
Comparison is always with Power Sector and calls for equivalent of Electricity
Regulatory Commission and Electricity Act
48. PPP in Water Sector (last 20 years)
Project / City Year of
Award
Developer / Operator Current Status
Tiruppur 1993 IL&FS / MIDL / UU Ongoing with very low
demand offtake
Vizag 2000 IL&FS/ L&T Scrapped
Radius Water 2000 Soni Engineering Scrapped post Phase 1
CMWSSB Twinning 2000 Veolia Completed
Chandrapur 2004 Gurukrupa Associates Ongoing
Hubli-Dharwad-
Belgaum-Gulbarga
(Pilot Projects)
2005 Veolia Ongoing
Chennai Desal (1) 2006 Befasa / IVRCL Ongoing
Dewas bulk water
supply
2006 MSK Projects Ongoing
Salt lake Sector 5 2007 JUSCO / Voltas Ongoing
Nagpur pilot project 2007 Veolia Ongoing
Latur 2008 SPML / Hydrocomp Work suspended
49. PPP in Water Sector (last 20 years)
Project / City Year of Award Developer /
Operator
Current Status
Bhiwandi –
Nizampur
2008 SPML /
Hydrocomp
Financial closure in
2010
Haldia 2008 JUSCO /
Ranhill
Ongoing
Madurai pilot
project
2008 SPML /
Hydrocomp
Work suspended
Mysore 2008 JUSCO Ongoing
Naya Raipur Bulk
Water Supply
2009 Jindal CA signed in Nov „09
Khandwa 2009 Vishwa CA signed in Aug‟ 09
Shivpuri 2009 Doshi Ion CA signed in Oct‟ 09
Surat TTP 2010 Triveni L1 bidder
Chennai Desal (2) 2010 VA Tech / IDE L1 bidder
50. PPP Projects…Key Characteristics
• Momentum building up since 2007
• Very few city-wide distribution projects – most are either
pilot projects or bulk water supply projects
• “Payment Security Mechanism” and “Low Tariff” are key
constraints for full-fledged citywide projects
• Lack of regulation viewed as a constraint in sustainability
of water operations (relevant even for public utilities)
51. Expectations from Regulation / Water Policy
• Independent body (can be even at state/city level) for
ratification of Utility‟s business plan, including capex
deployment
• Development and monitoring of KPIs
• Tariff setting based on business plan and Utility‟s
performance
• Payment Security Mechanism
Bridge the expectations mismatch between Customers and the Utility