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Strategic Goals


Autonomy passes through the successful equation of revenues and costs of the Water Board and the availability of liquidity. We should study and continually analyze our revenues and expenditures through accurate, complete and correct internal reporting. We should identify weaknesses and problems and act in time.

The percentage of unaccounted-for water is critical. Considering the limited alternative water sources from our own private sources, immediate action is required to reduce unexpected high percentages of unaccounted-for water.

Possible surpluses generated will be transferred to the next years to restrain price increases and / or reduce them. Deficits must be covered by next year’s budget.

The correct, complete and comprehensive preparation of the budget and pricing policy are critical processes that set the basis for success. The preparation of a five-year business plan will find us more ready to face the upcoming challenges.


Customer satisfaction is one of our standard and continuous strategic goals which moves along the basis of four sub objectives based on our communal mission that targets the best interests of the broader society.

The first objective goal is the reasonable price. Reasonable price presumes the control, proper monitoring and understanding of costs, with a scope of identifying categories with significant potentials for improvement. Actions helping to keep prices and possibly reduce them are:

  • Reducing the unaccounted-for water, an action that is of primary importance.
  • Expansion of water supply network with identification and prioritization of targeted areas, identification of crucial elements for the success of the objectives and intensive consultation to convince the affected areas.

The second objective goal is quality service. Quality service presumes communication with the customer, the identification of his needs and problems he faces with a scope of:

  • Development of simplified procedures aimed at timely and fast service
  • Development of procedures to identify new problems and needs
  • Reorganization and strengthening of the service department to meet modern current needs (adequacy, training)
  • Upgrading the website to cover a larger range of electronic services
  • Completeness of customer data

The third objective goal is the uninterrupted supply of good quality water.

  • In relation to water quality, we will have to win the trust of the consumer with frequent testing. With the spread of these data, we will convince as to the suitability of our water and the benefits from using it for drinking purposes.
  • For the uninterrupted water supply, proper actions should be taken for the expansion and upgrading of our infrastructure against our ever-growing customer base.

The fourth objective is to implement environmentally friendly programs.

  • Since we manage water, the primary objective is the cultivation of water consciousness among us and then among our consumers. Through our own actions, we should lead by example.
  • The target is the implementation of an environmental approach and in other areas such as the use of paper, the use of renewable energy resources and recycling. We need to determine the areas of application, to measure the current situation, set goals for reducing the environmental impact and monitor our progress.


The Technological Advancement, given the current rates of introduction of new technologies in the field of water supply services and also in other sectors of the organization, is now inevitable. The introduction of new technologies must increase productivity and in the long term should lead to the reduction of the expenditures of the organization and should not be just a self-scope.

Strategic Advancement objectives based on current facts are:

  • Implement systems for the early detection of hidden leaks
  • Implement a Customer Service Management System
  • Upgrade the current accounting system
  • Upgrade the current billing system
  • Implement a GIS System (Geographic Information System )
  • Develop and implement a Business continuity plan in the event of emergencies

Ensuring the continuation of the operations of the Larnaka Water Board (LWB) in case of a disaster, may prove to be the most critical objective. In case of fire, theft or destruction of servers, the LWB should be ready within a few days to recover all the lost data and to serve the public for essential needs. The successful recovery of data requires an action plan for immediate replacement of all necessary critical system operations in a temporary space.


Human Resources are the heart of the Board. A healthy Human Resource contributes to the achievement of strategic goals and assumes:

  • The continuous training of employees with a scope to create individuals that acts in a leading and responsible manner. How?
  • The designation of the training needs per employee for specific development based on the needs of the requirements of positions and future promotions.
  • The creation of a proper and fair employee evaluation method.
  • PC for all.
  • The creation of an LWB Academy for internal training by LWB personnel or third parties.
  • The identification of ways to motivate and reward employees.
  • The creation of appropriate working conditions that promote productivity and quality of service to citizens and that ensure the safety and health of the employees. We must listen and learn from the employees’ needs through thoughtful processes.
  • The active involvement of employees by creating a leadership team with objective goals the frequent and planned analysis of the results and degree of strategy implementation by the Board. The creation of subgroups for each department for meetings and promotion of opinions /considerations to the leadership team through the group leader.
  • Persistence by the employees to adopt the values and strategies set by the Board, but also to implement them during their day-to-day activities.