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Sir ian byatt biography of rory and ryan: Sir Ian Charles Rayner Byatt (born 11 March ) is a British economist who was the Director General of the economic regulator of the water industry in England and Wales, Ofwat, from its creation at the time of the privatization of the water industry in until

The government is weighing changes to the regulatory set-up. Michael Gove, the Environment Secretary, said he had asked Ofwat to consider what he called "public concerns" over offshore corporate structures and allegations of profiteering: "What I am saying is that if Ofwat thinks it needs new powers, I've got their back. Ofwat, however, has indicated it is not considering any new financial rules for water companies.

Rachel Fletcher, its chief executive, told the BBC a cap on dividends - one measure urged by Sir Ian, for example - was not under consideration.

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Instead, she said, Ofwat was likely to set tougher targets in the upcoming five-year review, and force companies to make more information publicly available on executive pay, corporate governance and payments to shareholders. Wet wipes clogging up London sewers. Video, Wet wipes clogging up London sewers. Image source, Getty Images.

By Dominic O'Connell. Image source, Thames Water. Image source, PA. He recently self-published a collection of articles on the regulation of water companies entitled A Regulator's Sign-off:Changing the Taps in Britain.

They had two children: one girl and one boy. This biography of a British economist is a stub. You can help Wikipedia by expanding it. Every time you click a link to Wikipedia, Wiktionary or Wikiquote in your browser's search results, it will show the modern Wikiwand interface. Wikiwand extension is a five stars, simple, with minimum permission required to keep your browsing private, safe and transparent.

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In he chaired a committee which produced a controversial but also influential report, which became known as the Byatt Report the first, for there was to be another , on principles of accounting in the nationalised industries, which urged that proper account be taken of inflation and other price changes. The late s saw the privatisation of a number of public utilities — gas, water, electricity and telecommunications, which brought the need paradoxically as it seemed to some for new forms of regulation to ensure efficiency and accountability in the new private companies working on the public behalf.

Ian Byatt was appointed Director General of the newly-created Office of Water Services, or OFWAT, in , causing a predictable welling up of aqueous puns in the press about buoyant prospects, revenue-streams, share-flotations and the flushing out of inefficiency, As head of a Treasury team working on the regulation of public utilities he was eminently well-qualified for the job, and said at the time that he saw it as the practical culmination of the work he had been doing in the Treasury.

He inaugurated his period of office by undertaking an exhausting grand tour of all the 39 water companies for whose regulation he was responsible, right the way down to the smallest of them all, the Cholderton and District Water Company near Salisbury, which supplied water to a couple of villages within a private estate and was run by a man and his wife.

It was Sir Ian's job to oversee and maintain the new climate of financial and environmental regulation of privatised industries. He had to tread a fine line between the interests of the investors in the newly-privatised water industry and the customers for its product. On the one hand, it was his responsibility to monitor performance to make sure that customers were protected from unjustified price increases and deteriorating standards.

It was down to his office — of scarcely staff — to ensure that water companies undertook the programmes of improvement for which they were responsible - in quality of service water pressure, interruption of supply and foul flooding , drinking water quality, and improvements in sewage disposal. But he had also on the other hand to ensure that the water companies were operating in a rational and well-run manner that enabled them properly and sustainably to fund their activities.

So, over the decade or so that he was Director General, he would have to encounter pressure and criticism both from shareholders anxious for returns on their investment and from consumers wishing to get their water as cheaply as possible.

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Inevitably, over a period such as this, and during a period in which water prices became strongly politicised, things swung both ways. Career [ edit ]. Publications [ edit ]. Personal life [ edit ].

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References [ edit ]. Retrieved 4 September Financial Times. Retrieved 28 January Authority control databases.