The Global Water Leaders Group is active in the water sector. The Water Leaders Award is the only non-profit Global Water Award and it rewards performance improvements in public water utilities in the developing world over the past year.
The Winner receives international acclaim for their utility's performance improvements, including presentation of the iconic Global Water Award crystal trophy in front of 500 of the world's foremost leaders in the water sector during the Gala Dinner of the Global Water Summit.
Chennai Metropolitan Water Supply And Sewerage Board, India
The Chennai Metropolitan Water Supply And Sewerage Board fast-tracked its innovative resilience plan amidst acute water scarcity. Water was sourced from coal mines, recycled water, rainwater and seawater to protect the city from a full scale water crisis.
Azersu has increased its customer base by more than 105,000 people and has undertaken major performance transformation including infrastructure upgrades for water supply, treatment, information technology, customer information systems and smart networks.
Hyderabad Metropolitan Water Supply and Sewerage Board, India
Congratulations to the 2014 winner of the Water Leaders Award, Hyderabad Metropolitan Water Supply and Sewerage Board!
The utility’s newly augmented supply systems have led to storage reliability in Osmansagar and Himayatsagar reservoirs, and increased and uninterrupted services in Hyderabad signalling a massive improvement from the previous situation of alternate day services.
National Water and Sewerage Corporation, Uganda
Congratulations to the recipient of the Distinction in the 2014 Water Leaders Award, the Uganda National Water and Sewerage Corporation!
The transformation of the Uganda National Water and Sewerage Corporation climbed to higher heights in 2013 when new annual connections increased to 28,000, and the urban service area almost doubled, bringing in new customers and increasing profit by 30 percent.
Dhaka WASA, Bangladesh
The utility's Turnaround programme is about institutional reform for capacity building, transparency accountability at the chain of command, mind-set of change, as well as cost-effective management and customer service excellence. The utility increased water production, started a new call centre for centralised customer interfacing, as well as implemented a real time online billing system networking in Bangladesh and abroad to improve collections. Increasing community-based access in informal settlements led to a reduction of non-revenue water. For the utility, economic savings from the reduction in stolen water outweighed the cost of providing tariff-free water to the informal settlements.
Guma Valley Water Company, Sierra Leone
Once an ailing utility, GVWC recently leapt to the forefront of utility success stories. Three objectives were prioritised to start the utility’s transformation: reducing non-revenue water, improving revenue collections, and improving the ‘appalling’ image of the utility. GVWC successfully resurrected stakeholder interest from investors, donors, suppliers, customers, staff and peers. The GVWC is now a more attractive investment and the story proves that business re-engineering models that are currently being advocated in other sectors can be very successfully adapted to the public water sector for improved service delivery. It is a model of a successful business turn-around; not only in Sierra Leone; but in the West African region.