2016 Danube Water Conference. External governance: An example of private sector participation 1.Introduction 2.Overview of the utility 3.Keys to success.

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Presentation transcript:

2016 Danube Water Conference

External governance: An example of private sector participation 1.Introduction 2.Overview of the utility 3.Keys to success 4.Conclusions

1. Introduction

Where are we ? TARRAGONA

Background 70’s: scarce and salinized resources 1983: mixed capital company

1 CEO 3 Board members 1 President 1 Vice-president 3 Board members Spanish Private Corporation Law and the regulation of public services. Legal status and ownership

ORGANIZATION CHART SHAREHOLDERS MEETING (President and CEO) SUPERVISORY BOARD (President, CEO, vice-president and 6 board members) MANAGEMENT BOARD (General Manager and Deputy Manager) Heads of Departments and Units

2. Overview of the utility

GENERAL AND ECONOMIC MAIN FIGURES  Population served inhab.  Water used per person and day 113 L.  Number of employees 120  Outsourced contracts/operational budget29 %  2015 turnover 22.5 M€.  Average municipal fee1.71 €/m 3 tap water 0.32 €/m 3 sewerage  Average regional canon 0.69 €/m 3

QUALITY OF SERVICE  Quality Management ISO 9001  Health and Safety Protection OHSAS  Water Safety Management (HACCP) ISO  Environmental Management ISO  Testing laboratories ISO  Energy management ISO  Corporate Social Responsibility reporting

 Unaccounted for water19 %  Smart metering21 %  Annual network breakdowns and leaks / km0.82  Efficiency in wastewater treatment96.4 % (BOD)  Water supply and sanitation coverage100 %  Staff per population served0.8 EFFICIENCY

3. keys to success

EXTERNAL AUTONOMY 1.The water service is of common interest and unites all political visions 2.The City Council: acts as an owner ensuring our financial sustainability considers the water infrastructure as a crucial asset of the city keeps the main strategic lines with gentle political consensus COMPANY’S AUTONOMY TARIFFS UTILITYCITY COUNCIL

CORPORATE CULTURE 1.The alliance with AGBAR implies:  innovation oriented culture  team work and individual performance  technological surveillance  excellence and continuous improvement 2.This know-how and knowledge transfer keeps our training needs updated 3.The AGBAR culture provides us with agility in the decision making process

4. Conclusions

MAIN CONCLUSION right balance between the spirit of public service and the commitment with lean managing and innovation Long-term vision and mutual confidence

LOOKING AH AD EMATSA’s challenge fro now on is to maint in our performing standards through Corpora e Social Responsibility in order to gu rantee its sustainability and as uring management efficiency EmatsaEmatsa

Thank you very much