DEWA has implemented the best principles of Corporate Governance for State Owned Enterprises in line with the recommendations of the OECD 2015. The guidelines of the World Bank and best practices of electricity and water providers worldwide have also been adapted and adopted. There is a comprehensive Governance Framework, Governance Policy and Governance Charter that have been implemented.
DEWA is 100% owned by the Government of Dubai. Its nine member Board is appointed by the Government of Dubai by a legal statute issued by HH The Ruler of Dubai. Eight of the members are independent and non-executive. The Managing Director and CEO is also appointed by statute. The MD & CEO is authorized to manage all the activities and functions of DEWA. The Board members declare any conflicts of interest / related parties. The Executive Regulations of the Board detail the scope and functions of the Board. The Board may also set up permanent or temporary committees whenever there is a need.
The Governance Framework includes the classic components of governance such as Board oversight, a clear organization chart and span of control, a well documented strategy and proper delegation of financial and administrative authorities. There are a full suite of management level committees and comprehensive policies covering all functions. A Code of Conduct and Ethics and an Employee Handbook aid in dissemination of good governance elements within DEWA. In keeping with international guidelines, DEWA adopts the three lines of defense model with management and supervision being the first line; risk, compliance, legal and governance being the second line and internal audit as the third line. The external auditors and the Government audit also enable a broad based control review system.
Governance in DEWA also incorporates technology governance, project governance, procurement governance, sustainability governance and water governance.
DEWA’s Governance is certified compliant under British Standard BSi 13500 on Corporate Governance. DEWA has also won recognition and awards for its good governance.
A globally leading sustainable innovative corporation.
We are committed and aligned to Dubai’s 8 Principles and 50-Year Charter supporting the UAE’s directions through the delivery of global leading services and innovative energy solutions enriching lives and ensuring the happiness of our stakeholders in a sustainable manner.
For Generations to come.
• Stakeholders Happiness
• Good Governance
Federal and local.
Residential, commercial and industrial.
Top management, middle management. non-supervisory and others.
Strategic and main partners.
SUPPLIERS & SUB-CONTRACTORS
Strategic, core and basic.
PROVIDERS OF CAPITAL & INVESTORS
Institutional investors both local and foreign/banks, financial services and Independent power producers.
SOCIETY AND FUTURE GENERATION
Environmental organisations, general public and media.
DEWA2021 Corporate Strategy Map
The strategy map provides a clear visual indicator of how the themes and the four perspectives of the third generation Balanced Scorecard interrelate to each other and form the overall strategy of the organisation.
The map is a visual interpretation of an organisation’s strategy.
It shows a logical, step-by-step connection between Themes, Perspectives and Strategic Objectives. It shows a cause-and-effect relationship from the bottom row (Support, Learning and Growth Perspective) to the top row (Triple Bottom Line Perspective) via Internal Processes and Stakeholders Perspectives.
Strategic Planning & Execution Framework
A. Strategic Intelligence Framework
Systematic continuous past-forward, today-onward and future-back analyses, leveraging an established insights ecosystem, to feed strategic intelligence into DEWA’s organization.
B. Strategy Framework
Three-phase strategy cycle – formulation, alignment, execution and assessment –leveraging the right inputs from strategic intelligence.
DEWA’s Strategy Framework consists of 3 consecutive phases, enriched by strategic intelligence and powered by continuous learning, communication & innovation
Define overall strategic direction and design the corporate strategy, leveraging strategic insights and foresight.
Align divisions and strategic plans with DEWA’s overall strategy, and plan strategic initiatives for its achievement.
Execution & Assessment:
Implement corporate and divisional strategies, and assess implementation progress, including both performance (KPIs) and strategic initiatives.
Strategy Management System
The strategy management process for Dubai Electricity and Water Authority in terms of formulation, execution, explanation, communication, assessment and update of its strategic plan is implemented on an annual basis using the third generation of the Balanced Scorecard that includes themes on the strategy map along with the concept of having Theme Champions.
It’s broken down into strategic objectives, corporate KPIs and initiatives which split across the four perspectives.
The four perspectives are:
Triple-Bottom-Line Perspective: This is a modified perspective in the Balanced Scorecard and strategy map, which incorporates sustainability into business decisions through accounting for the three dimensions: financial, social and environmental and thus, allowing to manage performance in a broader business context.
Stakeholder Perspective: Is a modified perspectives in the Balanced Scorecard and strategy map, which expands the focus of DEWA’s value creation to all stakeholder categories.
Internal Processes Perspective: Is one of the four perspectives in the Balanced Scorecard and strategy map, which focuses on the strategic priorities for various business processes leading to the satisfaction of both customers and shareholders.
To learning and growth: Is one of the four perspectives in the Balanced Scorecard and strategy map, which focuses on the priorities to create an environment that supports organisational change, innovation, and growth to achieve excellence in our operations, and to create the necessary potential and improvements that should be available in DEWA.
The Balanced Scorecard shows a cause-and-effect relationship between the four perspectives. The Key Performance Indicators (KPIs) are based on the need to provide leading and lagging indicators of an organisation’s performance.
DEWA uses the third generation Balanced Scorecard to manage and measure the performance of its strategic direction, broken down into the themes, strategic objectives and corporate KPIs.
Key Performance Indicators
Key Performance Indicators (KPIs) are significant measurements used to track and manage performance against strategic objectives. A KPI measures progress in the performance of an objective critical to the organisation’s strategic direction.
Corporate-level KPIs are determined under each Strategic Objective on DEWA’s Strategy Map to assess the overall progress in executing the corporate strategy. Selected KPIs should be understood, acceptable, have a well-defined formula and, above all, measurable.
Our country is blessed and so are we, living in this good land