The combined share of the world four water
majors decreased from 60% to 30% in the past eight years. In the suburbs of
Oran, the second largest city in Algeria, a desalination plant with the world’s
largest daily desalination capacity of 500,000 tons is nearing completion. It
is Hyflux of Singapore that concluded the package contract of this plant.
Founded in 1989, Hyflux is a Singapore’s national policy concern. The Singapore
government placed orders for the construction of advanced water treatment
plants with this company to let them accumulate experiences. With the
accumulated results, Hyflux developed the global market, and 90% of its sales come
from the Middle East and China.
K-Water of Korea is chasing Hyflux of
Singapore. In 2007, Korea claimed that Korea would place more than two
companies in the list world’s largest 10 water companies. Korea actively
assists K-Water with their efforts to cultivate the global market. In contrast
to these two governments, the Japanese government is awfully slow placing too
much emphasis on domestic issues. To make up for the slowness of the central
government, local governments are very active in the efforts to develop foreign
markets.
Yokohama Water is a good example. Yokohama
invested 100 million yen to found this public utility. The background of the
foundation can be seen in many local governments across the country. Yokohama
has water pipes that have a total length of 2,900 km, part of which has already
pass the legal useful life of 40 years, meaning that a huge investment is
required for renovation. On the other hand, with the progress of water saving
technology, city’s revenue from water charges decreased more than 4 billion yen
to 74.6 billion yen in 2008, meaning that unless a new revenue source is
created, there will be no way to increase water charges. Tokyo drives its
officials to develop the global market, placing emphasis on Tokyo’s excellent
technology to keep the rate of water leakage at merely 3%. The rate of water
leakage is usually 10-20% in advanced countries and nearly 50% in developing
countries.
However, what is an urgent task is to build
a business model that can utilize economies of scale. In Japan, there are about
8,000 public water business operators, and local governments manage these
operators. That is, they are highly segmentalized. In addition, 80% of them are
operators for simple waterworks covering a population less than 5,000. Form the
business viewpoint, an operator needs to cover more than 30,000 people to be
profitable. A drastic reform that takes privatization into consideration is
vital to increase the competitive edge of the Japanese water business. (To be
continued)
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