2020 Social contract summit event preview
Public purpose in a pandemic ■ Green recovery ■ Collective action and ■ Supporting customers resource efficiency and the economy ■ Intergenerational equity 3 NOVEMBER | 10 NOVEMBER | 24 NOVEMBER ONLINE
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YOUR WATER OUR COMPANY A CLEARER FUTURE introduction
Public purpose in a pandemic Through three online sessions in operational changes will November, Indepen and The Water need to be built on and the Report will host a discussion about the sector will need to consider next steps for social contracting in the if its current arrangements are fit for purpose. water sector. This will focus on rising to Indepen and The Water Report are dedicating the the economic, social and environmental 2020 Social Contract Summit to exploring the challenges emerging from our ongoing next steps for the water sector in demonstrating battle with Covid 19. public purpose in the wake of the pandemic.
f water companies are serious about operating As anchor institutions in their regions and with the purposefully and contributing more to society, privilege of providing an essential monopoly service, Ithe time to get on with it is now. we will look at how water companies can best support their communities, strengthen the economy, Covid 19 has piled unexpected and unprecedented enhance the environment, and understand how the pressures on a society already weighed down by experience of Covid 19 has affected the attitudes the need to deal urgently with the climate and and behaviours of those they serve. nature emergencies, and facing into fundamental questions on legitimacy and social justice. We We will sift through what companies can do alone managed to get on top of the immediate health and what they need agreement, support and crisis we faced in March over the Summer. But with partners for. And we will consider what lessons schools and universities back, infection rates rising we might learn from this unique chance to break and poorer weather approaching, the country looks the mould and do things differently for future to be facing an uncertain, but certainly restricted, models of operation, regulation and policy. further six months. On top of that, we are only in the foothills of a potential economic crisis and The following pages detail the programme, the really have little idea about the longer-term social, speakers, the key questions we will be discussing economic and environmental consequences of and provide opening thoughts from our sponsors living very changed lives. – to whom we are very grateful for supporting the 2020 Social Contract Summit in extremely But with challenge comes opportunity. Real difficult circumstances. opportunity to do things differently and better. Opportunities to step up, try new things, learn We are actively looking for sponsors and lessons. collaborators for the programme. Please contact [email protected] if you are interested in Water companies responded decisively and getting involved. effectively to the immediate need to keep taps on through 2020 Social Contract Summit at a glance the lockdown. Many have Session Time Date Topic already gone further, providing 1 10.00 - 11.30 am Tuesday 3 November Net zero and a green recovery resources and new ideas to help their communities and 2 10.00 - 11.30 am Tuesday 10 November If not now, when? Can water companies act as community the wider country through the anchors against the economic crisis. Now there are major storm of Covid and a catalyst challenges around the corner for community action on water? in the form of a recession, 3 2.00 - 3.30 pm Tuesday 24 November Fresh eyes: young profession- climate change and the nature als’ perspectives on the social contract emergency, these tactical and
3 Agenda and speakers
Tuesday 3 November ● How might public purpose frame the role water companies could play in the green 10.00am – 11.30am recovery from the consequences of Covid-19? ● How can we advance on all fronts of the ‘green part’ of the recovery, including net zero, Net zero and a green nature recovery and the improvement of natural recovery assets? ● How should the expenditure be funded and progress measured and regulated? ● What lessons might we learn for future environmental investment, markets, regulation, partnerships and innovation?
Tuesday 10 November ● What measures can water companies take to support customers – domestic and business – 10.00am – 11.30am during the economic fallout from the pandemic? ● How can water companies support local communities, including through skills, training, If not now, when? Can and employment? What does being a responsible water companies act employer mean in the ‘new normal’? as community anchors ● What actions can the water sector take to against the economic support the resilience of the supply community, including fairness, collaboration, transparency? storm of Covid and a ● What lessons are there from Covid-19 for catalyst for community deploying individual and collective action to add action on water? societal value, for example on water efficiency? Who needs to do what and how? ● What opportunities are there for cross-sector partnerships on the above? Tuesday 24 November ● What contribution can young water professionals make to progress the water 2.00pm – 3.30pm industry’s social contract agenda, including with respect to tackling the climate emergency, increasing environmental ambition and Fresh eyes: young improving diversity within the sector? professionals’ ● What role could young water professionals perspectives on the play in making the case for intergenerational social contract equity? ● What type of social contract do we need between customers of today and those in future? ● How might sentiment towards intergenerational equity evolve in the wake of the pandemic? ● What enablers might help young professionals have a greater say in shaping the water sector’s response to these issues?
4 Agenda and speakers
Tuesday 3 November ● How might public purpose frame the role Chair Panellists water companies could play in the green The Rt Hon. Peter Simpson, Rachel Fletcher, 10.00am – 11.30am recovery from the consequences of Covid-19? Lord Deben, CEO, Anglian Water CEO, Ofwat ● How can we advance on all fronts of the Chair, Committee ‘green part’ of the recovery, including net zero, on Climate Change Net zero and a green nature recovery and the improvement of natural Guy Thompson, Belinda Gordon, recovery assets? Keynote speaker Group Director Strategy Director, ● How should the expenditure be funded and Minister Pow, of Environmental Green Alliance progress measured and regulated? Minister for Futures, Wessex the Domestic Water Sophie Broadfield, ● What lessons might we learn for future environmental investment, markets, regulation, Environment Deputy Director, partnerships and innovation? Water Services, Defra
Tuesday 10 November ● What measures can water companies take to Chair Panellists support customers – domestic and business – Angela Smith, Susan Davy, Emma Clancy, CEO, during the economic fallout from the pandemic? 10.00am – 11.30am Independent Non- CEO, Pennon Group Consumer Council ● How can water companies support local Executive Director, for Water If not now, when? Can communities, including through skills, training, Portsmouth Water and employment? What does being a responsible Louise Beardmore, Andrew Ribet water companies act employer mean in the ‘new normal’? Keynote speaker Customer Services Schein, Research as community anchors ● What actions can the water sector take to Colin Mayer CBE, and People Director, Advisor, against the economic support the resilience of the supply community, Peter Moores United Utilities Behavioural including fairness, collaboration, transparency? Professor of Insights Team storm of Covid and a ● What lessons are there from Covid-19 for Management catalyst for community deploying individual and collective action to add Studies, Saïd action on water? societal value, for example on water efficiency? Business School, Who needs to do what and how? University of Oxford ● What opportunities are there for cross-sector partnerships on the above?
Tuesday 24 November ● What contribution can young water Chair and keynote speaker Panellists professionals make to progress the water Luke Pollard, Shadow Secretary Matthew Whaley, Co-Chair, 2.00pm – 3.30pm industry’s social contract agenda, including of State for Environment, Food International Water Association’s with respect to tackling the climate emergency, and Rural Affairs Young Professionals Network increasing environmental ambition and Fresh eyes: young improving diversity within the sector? Sam Dawson, Wholesale Services professionals’ ● What role could young water professionals Supervisor and Young Persons perspectives on the play in making the case for intergenerational Board Chair, Portsmouth Water social contract equity? ● What type of social contract do we need Institute of Water Rising Star – between customers of today and those in to be announced future? ● How might sentiment towards intergenerational equity evolve in the wake of the pandemic? ● What enablers might help young professionals have a greater say in shaping the water sector’s response to these issues?
5 Supporter perspective/anglian Water
Putting our purpose into practice This includes our Employee Assistance support within hours of the process Peter Simpson is chief executive of Programme, available 24 hours a day, going live and it has already reached Anglian Water. He seven days a week, to give mental over 85,000 beneficiaries. The help will be speaking health support and financial advice. All provided has ranged from hot meals for in session 1 at colleagues now have free access to the people sleeping rough, and telephone the Summit, on 3 Headspace mindfulness meditation app. befriending for people with dementia, to November. We’ve also set up a special Employee donating devices to people with learning Assistance Fund, funded by senior difficulties to reduce their social Covid-19 has required water companies leaders, to give financial support to isolation. to step up and demonstrate what they those facing unexpected costs or whose Green recovery can do to support their employees, partners and family members may have There is also much more we can do customers and communities through lost their jobs. For our own part, we as a major employer in our region the most challenging of circumstances. took an early, principled decision not to create jobs and support more For us it has allowed us to show what to furlough any staff, and to honour all investment – to kickstart a green being a purpose-led business means job offers. We have 50 new apprentices recovery. We’re delighted that the Water in practice, in pursuit of the social starting in the business this autumn. Minister, Rebecca Pow, recognised and environmental commitments we Social prosperity this and signed a joint letter to water enshrined in our Articles of Association From the early days of lockdown, company CEOs in July that called for last year. Our stated purpose is to bring however, we recognised that our proposals to both accelerate current environmental and social prosperity purpose demanded more of us. In the business plans and bring forward to the region we serve through our context of Covid-19, our commitment investment from AMP8. I replied with commitment to Love Every Drop. to ‘social prosperity’ translates into a As a provider of a vital public some specific opportunities to create desire to reinforce the social fabric of service, our priorities throughout the hundreds of jobs and increase our our communities that has proven so crisis have been to maintain our water investment by several hundred million. important. We realised that in many and water recycling performance, to This also spurred us to publish a more cases, charities and small community protect and support our employees, comprehensive Five-point plan to organisations were running short of to safeguard our supply chain, and support a green recovery (see right). equipment and resources at the very to offer help and advice, as we have This sets out what we will do ourselves time they were needed most. always done, to customers in financial to help our region recover, and what So at the outset of the pandemic difficulties. more could be achieved with help from we helped Business in the Community government, our regulators, and our (BITC) set up a new National Business Severe challenges partners. We know that many of our customers Response Network; a virtual notice Our Articles commit our Board of are facing severe challenges, whether board which provides a brokerage Directors to consider the long-term financial or because of other service to match community impact of their decisions for our staff, vulnerabilities. So we have heavily organisations in need with BITC the environment and for communities, promoted our WaterCare package of members that can help. It has been as well as for our owners. Writing that support, which includes discounted immensely successful, allowing commitment into our constitution tariff schemes, payment holidays and companies both large and small to fulfil makes it abundantly clear that, to us, instalment plans, and we have offered more than a thousand requests for help. success is about much more than our benefit entitlement checks which have We also heard how relatively small financial and service performance. helped some customers to access amounts of money could make a Our guiding ‘North Star’, rejuvenated thousands of pounds’ worth of support. massive difference in meeting the with the help of colleagues last year, We have also greatly extended the reach immediate needs of communities. underpins how we achieve this. We of our Priority Services Register, so that This led to us launching in April a £1m define our values as: together, we build vulnerable customers get the support Anglian Water Positive Difference Fund, trust; we do the right thing; we are they need in the event of a water supply funded by our investors, and always exploring. Acting in this way is emergency. distributed through local Communities how we make our purpose real. We are conscious that the pandemic Foundations - locally appointed Coronavirus reshaped our societies brings additional stresses and strains partners with expertise in getting almost overnight, and the pandemic to our own employees too, and so we cash quickly to areas where it is most is far from over. Our customers and have extended our package of support. needed. We received the first bids for society at large will judge us by our actions in these most difficult of times. Guided by our purpose, locked into our core, we will I am confident that, guided by our continue to do all we can. purpose, locked into our core, we will continue to do all we can.
6 Supporter perspective/anglian Water
management and support roles to be Anglian Water’s five-point created over the next five years, the programme will be a key contributor to post-Covid recovery in the region. plan for a green recovery Over the next five years the company Amid widespread discussions of how to by 2030; accelerating sustainable will also deliver the largest number of schemes of any water company drive recovery from Covid-19, Anglian housing and infrastructure growth; under the Water Industry National Water unveiled its Five-point plan for a creating green jobs and boosting skills; Environment Programme (WINEP), with green recovery, setting out its ambition to delivering climate change adaptation double the number of commitments build social and environmental prosperity and resilience; and enabling nature made and fulfilled in its 2015-20 across the East of England by being a recovery. Setting out the company’s business plan. As part of the five- conduit for green growth, job creation and journey so far, the plan also calls for point plan, Anglian Water is seeking partnership working. changes to government policy, funding regulatory approval to accelerate its As a company with a clear purpose opportunities and new ways of working £300 million programme of ‘amber’ at its core – to enhance the social to fully embrace the ‘build back better’ WINEP schemes. This includes taking and environmental prosperity of the ethos. forward dozens of low carbon natural region we serve – the plan sets out the Anglian Water’s own commitments treatment wetlands and innovative river commitments Anglian Water is making are set out as part of the plan. restoration projects. Anglian Water is to support a green recovery, based on its For example, through its Strategic also seeking support from government own track record of sustainability, but Pipeline Alliance – one of the largest and regulators to increase the scale also what more might be achieved by infrastructure programmes in the of its smart metering programme in working with others. country in the next decade – the this period, and to roll out intelligent The plan outlines Anglian Water’s company has already created more than management and control systems ambition across five main areas: 100 new skilled jobs. With hundreds across its water and water recycling becoming a net zero carbon business more engineering, technology, project networks.
Our green recovery commitments
Becoming a net zero carbon business 01 We are committed to reaching net zero carbon emissions by 2030 and working with the whole sector to achieve this together.
Accelerating sustainable housing and infrastructure growth 02 We will work to embed water and resilience at the heart of growth and development in the region.
Creating green jobs and boosting skills We are committed to creating opportunity and levelling up communities through upskilling and 03 early careers development, including apprenticeships.
Delivering climate change adaptation and resilience Our long-term ambition is to make the East of England resilient to the risks of drought and flooding. 04 The management of climate change risks is embedded into everything we do.
Enabling nature recovery Our new Articles of Association commit us to delivering positive environmental outcomes. We 05 will design and judge all our investments with the environment in mind and adopt natural capital approaches where we can.
7 Untitled-4 1 30/09/2020 10:33 Supporter perspective/United Utilities
Public purpose in a pandemic – what this means for United Utilities every month, acknowledgement from off grant of up to £5,000. To date, over Louise Beardmore the public of great customer service. 50 employees have been helped. is customer services and people Conscious that colleagues in critical Some employees told us that, at director at United roles may have to self-isolate, we have times, it has been necessary for them Utilities. She will be 300 staff now trained as back up. to use a food bank. As a result, we have speaking in session Key worker cards have been issued to made a sizeable donation to the food 2 of the Summit, on frontline employees to explain their charity FareShare, where the value of 10 November. presence in communities. salary reductions by board members has been matched by the company. Whether it is during a pandemic or in Purpose United Utilities is the only company more ‘normal’ times, all businesses At United Utilities, our purpose is to that has a relationship with every should be clear on the reason they “provide great water and more for the customer in the North West, placing us exist and the contribution they make. North West”. Providing the great water at the heart of the communities where In recent times, this has been labelled and ensuring customers have confidence our employees live and work. We have as ‘purpose’, with growing expectations in our service delivery has been at the been doing all that we can to support that the decisions companies take heart of our pandemic response. But the and reach our communities. We made are informed by their purpose. When words in our purpose statement, “and £3.5m available from the United Utilities companies can prove they are fulfilling more”, have challenged us to think about Trust Fund, to be distributed as grants, their purpose, this is how they build what else we can do “for the North West” to help customers out of water debt, trust and legitimacy with customers and – a region made up of communities, with funding for local organisations all of their stakeholders. customers, employees, the environment, delivering money advice. To keep Crises, like the coronavirus pandemic, investors and suppliers. stakeholders informed, we have regularly bring a company’s commitment to For suppliers, who told us that cash used our social media channels to keep its purpose into sharp focus. Rightly, flow is critical, we have accelerated our everyone updated, created a virtual stakeholders expect companies to live up payment terms (already an average consultation approach for one of our to their purpose when times are tough. of 14 days) by 7 days and offered largest capital projects, run a virtual them a range of payment options, event to keep MP offices updated and Getting the basics right such as advanced payment, payment held a talk-in session on local BBC radio. For utility companies like us, the starting on application or modified terms. In point always has to be getting the basics particular, this has created stronger Helping customers right. First and foremost, we must do bonds between us and a range of Even before the pandemic, the North West the day job well so that customers need smaller suppliers. We recognise that this was home to the greatest proportion of not worry when they have other things to change in approach will help keep the areas of social and economic deprivation. concern them. That has been our focus local economy moving. It appears that these communities are throughout the pandemic – maintaining For employees, we made an early being disproportionately affected by the service excellence. commitment that we wouldn’t furlough impact of Covid-19, when compared to To do this we introduced safeguarding any staff. In addition, recognising that more affluent places, and some customers measures for colleagues, such as the some employees live in households are finding it increasingly difficult to pay rapid implementation of new technology where partners have lost their jobs, we their water bills. People who have always to enable call centre staff to work from introduced our staff outreach scheme paid their bills are now struggling and find home, without any impact on day-to-day to help those facing especially difficult the stigma attached to being in debt very service. Since the lockdown began, we circumstances. Through a confidential stressful indeed. have received over 1,000 WOW awards process, colleagues can apply for a one- In response, we have increased the number of customers eligible for our social tariff and offer the option to request a three-month payment holiday without it affecting credit scores. At this exceptional time, a bit of ‘peace of mind’ really helps. In addition, we are supporting vulnerable customers through our Priority Services scheme and have almost 120,000 registered. Our experience in dealing with the highest number of socially and
As deprivation levels increase, social tariff support decreases. Any rational observer of such a trend would conclude this is the wrong way round and should be reversed.
8 Supporter perspective/United Utilities
patchwork quilt of support and eligibility has grown. Wherever you live across the UK, your prescription is either free, if you’re eligible, or charged at a standard rate. For customers eligible for an energy discount, this is the same whether you live in Blackpool or Brighton. However, for water the subsidy is £8.59 if you live in Canterbury but only £1.65 if you live in Carlisle, yet water poverty is the same in both areas. No matter where you live, energy poverty and the discount is the same, so why is water different? Deprivation and social tariff data taken across the water sector from 2019 reveals that as deprivation levels increase, social tariff support decreases. Any rational observer of such a trend would conclude this is the wrong way round and should be reversed. As we economically deprived areas in England of the ‘North West hardship hub’. consider how we can ensure a just has led us implement a wide range of This database provides access, at and fair recovery from Covid-19, which financial support options. Between 2020 their fingertips, for debt advisors means helping our most socially and and 2025, we have allocated £71m of and community groups to the latest economically deprived communities, this voluntary funding to provide financial foodbank locations, subsidised inherent unfairness in water bill subsidy assistance to over 110,000 customers, accommodation and banking solutions, must be examined, a perfect illustration helping many thousands out of water as well as the deals and support of creating social value. poverty. We are promoting this more available from all utilities. This ‘one stop It is a cliché to say what matters is than ever to customer groups most shop’ helps advisors help their clients. actions, not words, but when it comes exposed to the effects of the pandemic. to being purpose-led, that is the key For example, we wrote to elderly Subsidy fairness test. Looking at our pandemic response customers who were shielding and Tackling affordability helps remove the through the lens of our purpose, we have whose usual payment method required stigma and stress of debt, reduces the sought to implement measures to help them to leave the house, offering burden on the bills of other customers the key stakeholders we interact with alternatives. A simple action with a and reduces our cost to serve. However, and create value for. And we can see the positive impact. when it comes to water, for those in opportunity for a post-pandemic legacy Given the impact of the pandemic, society who most need help and are that brings fairness to water bill payers we reviewed the appropriateness of struggling with water poverty, they truly facing difficult circumstances. The continuing normal billing and collection have a postcode lottery system when it feedback we’ve been getting from our activities – it simply didn’t feel right to comes to subsidising bills. In our transient stakeholders is that we have been doing continue with business as usual. We society, where customers in vulnerable the right things to help. And that is what limited some of the later stage debt circumstances move more frequently, a really matters. collection activities, putting an ever greater emphasis on payment support options when engaging customers. Customer communications, including letters, website design and digital communications, have all been altered to reflect the changing reasons why customers may be falling behind on their bills.
Hardship Hub As one of only a few sectors operating on regional footprint, before and during the pandemic we have challenged ourselves to think if we’re really doing enough to drive change and action given levels of poverty and affordability issues across the North West. Our engagement with regional stakeholders to understand what more we can do, and to drive action from Deprivation data: “English indices of deprivation 2019, Ministry of Housing, the bottom up, led to the creation Communities & Local Government”; Social tariff data: analysis by United Utilities
9 Supporter perspective/Wessex Water
Beyond the pandemic – providing services to people and place Climate Fund, a new Environmental environmental organisations and others Guy Thompson Land Management Scheme to reward working together with us to deliver is group director of environmental farmers for delivering public goods and greater improvements than would be futures at Wessex Biodiversity Net Gain to compensate for possible if we were to each continue Water. He is development. However, as has recently working alone, by delivering nature speaking in session been illustrated by the latest data on the based solutions that will accelerate 1 at the Summit, on health of English rivers, progress has delivery of the place-based goals in the 3 November. been limited. Moreover, the pandemic government’s 25 Year Environment Plan. has stretched public finances and it is In common with banks, internet increasingly clear that the government’s Adaptive regulation service providers and other utilities, goal is unachievable with public funding To build back better after Covid-19, water companies have stepped up and philanthropy alone. we will need a new compact between to our regulated obligations during There are two consequences from business and society. Better regulation the Covid-19 crisis. However, the this conclusion. First, we need to lies at the heart of this compact. pandemic has also drawn attention make more efficient use of regulated Businesses need to embrace the role of to the opportunities for social and expenditure and public funding. For government in the overall governance of environmental reform to support a the water industry in England, £4.6bn the private sector where it is involved in green economic recovery. Even before will be invested in environmental the delivery of essential services; and Covid-19, there was vigorous debate improvement in the existing regulatory government needs to develop outcome- about the role of the private sector in period, the vast majority of which led regulation so that the private sector delivering essential services and growing will be spent on specific point-source can mobilise to build resilience and fulfil recognition that the purpose of the improvements to deliver narrow its social purpose more fully. corporation should be about more than objectives. At Wessex Water, we see the In other jurisdictions, water short term shareholder returns. opportunity to do things differently and businesses have been provided with It is right that water companies are at propose innovative solutions to deliver opportunities to co-create with their the forefront of this debate. As monopoly more for the same cost. customers to allow them to define providers of essential services, our Secondly, we need to find ways to and prioritise the services they deliver. licence to operate rests on an implicit attract private finance and develop Importantly this has been facilitated social contract with our customers and mechanisms that turn national through greater regulatory flexibility communities. As the pandemic evolves, targets into integrated on-ground and accommodated within the price we must anticipate the road ahead delivery. Delivery mechanisms for the determination process. For example, to both amplify opportunities whilst environment are not fit-for-purpose in the last year I visited Victoria, Australia managing the risks. The opportunity face of growing pressures. For any piece to investigate the PREMO regulatory to contribute to a green recovery is of land, there are numerous regulations, framework, which has empowered also a chance to consider what a set of incentives and funding programmes Victorian water authorities to step up to regulated obligations looks like for water administered in silos by multiple a wider social purpose in collaboration companies delivering a wider social public bodies and other organisations. with their communities. purpose when the pandemic is over. As The Natural Capital Committee has By proactively taking a leadership we gear up for PR24 and beyond, how highlighted the inefficiency and perverse role to contribute to a green recovery in can water companies help UK plc to outcomes this generates as a key threat our region, Wessex Water hopes to build build back better? to the Government’s environmental on our social purpose to take on a more ambitions. Wessex Water has recently community-centred approach in order Environmental leadership collaborated with the Broadway Initiative to deliver better outcomes and value- At Wessex Water, we see an opportunity to make the case for a nationwide for-money for customers. We want to to deliver more for people, nature and series of demonstration projects to move from being a provider of essential the environment across our catchments. show how to overcome these allocative services to a provider of services to The government has a goal to restore inefficiencies and gear in private people and place in our region. We the environment within a generation. investment. hope that, in turn, this will demonstrate Much of the high level architecture As part of our contribution to a green the case for reforming the regulatory to support its delivery is in place: the recovery in our region, Wessex Water is framework to provide greater autonomy landmark Environment and Agriculture creating Catchment Markets for Nature to consult with our customers, decide Bills before Parliament, national in three of our catchments to show how the services to be provided, price to be strategies on tree planting and peatland we can deliver more for the environment. paid and risk to assume on behalf of our restoration, a £640 million Nature for This will involve communities, farmers, customers.
To build back better after Covid-19, we will need a new compact between business and society. Better regulation lies at the heart of this compact.
10 Supporter perspective/South West Water
Covid-19 response: Reinforcing the role of water companies in the community
Susan Davy is chief family and friends were suddenly outlawed. continues and we are proud of the executive of Pennon Schools closed and jobs were lost or put steps we have taken to support our Group. She is on hold. Throughout this period, water, customers and communities throughout speaking in session energy and telecoms have been among the the pandemic so far. Being a good 2 of the Summit, on few remaining ‘dependables’ in daily life, corporate citizen requires more than just 10 November. and both the material and psychological a commitment to deliver core services, importance of these things should not be and, as we look towards the future, we While not forgetting the tragic human underestimated. continue to assess ways to provide greater toll of coronavirus, it has provided a With that in mind, coronavirus has public value within our regions and engage valuable reminder of the importance of provided a platform for increased dialogue our communities in new and dynamic water companies and other essential between companies and communities ways. This spans everything from our service providers within society; the around water security, water resources affordability measures and community huge role we play in protecting life and and water conservation. It has opened up partnerships through to training, livelihoods. Furthermore, as the country new avenues for discussion on the ‘value development and apprenticeships. seeks to ‘build back better’ in the face of water’ and how this is communicated Indeed, as part of the latter we have of tough economic forecasts, there is an with customers. recently announced that we will be opportunity for water companies to play It has also shone a spotlight on the providing 50 work placements for young an even more proactive and visible role in important role water companies play at people on universal credit as part of the supporting the communities we serve. the backbone of the communities we Government’s Kickstart programme. Over the past six months, through serve – as employers, investors in the lockdown, the easing of restrictions and supply chain, sponsors of local charities WaterShare+ We know from our research that into what is now perceived to be the second and organisations, information providers, customers want more than just the basics wave of the virus, water companies have and quite simply as good neighbours in the delivered reliably and affordably. They also worked incredibly hard to adapt to the communities in which we all live and work. changing Government guidelines while As society seeks to recover from the want more of a say in how their water keeping the health and safety of customers pandemic there is an opportunity for the company is run and greater insight not and employees front of mind at all times. water sector to completely reinvigorate the just into what is being delivered, but how. This has been no small feat, requiring relationship it has with communities and In the spirit of building greater flexibility and agile decision-making, and it bridge the trust gap between big business trust through transparency we recently continues to test the resilience of the sector and society. As people seek dependability, launched our WaterShare+ scheme, in on a multitude of levels. certainty and job security, water which our one million-plus customers are The lessons learned during this period companies stand among a handful of being invited to choose how they receive are hugely important and there are sectors which are well-placed to weather their £20 portion of a pot of £20m earned numerous examples of how companies the economic storm. We plan for crises, from South West Water’s outperformance have made successful improvements to invest in reliable services for the long-term, over the past five years – either as a business processes, systems and ways of pay our taxes, provide high quality jobs, credit on their next bill or as shares in working that will be retained for the future. and support those in need during times Pennon. This is being complemented Coronavirus has shaken society to its core, of financial stress. There has surely never by a series of quarterly, independently- but in doing so it has provided an incredibly been a more optimum time to affirm our chaired WaterShare+ Panel meetings useful opportunity for both individuals and ‘social contract’ and build our reputation open to the public – virtually at first, due businesses to take stock and reflect on how as an industry. to coronavirus restrictions, but then, ‘the old way of doing things’ is no longer fit as circumstances allow, at locations in for purpose. This is perhaps long overdue, The ultimate stress test Cornwall, Devon and Dorset. All of this particularly given the climate crisis we Within all of this, actions speak louder is designed to empower customers and know is already upon us. than words. The pandemic has been give us a better understanding of their the ultimate stress-test, laying bare the needs, issues and preferences. Against the Dependable and financial and operational resilience of backdrop of the pandemic and the new trustworthy every business in the land, and acting as challenges society is facing, it seems even For water companies, first and foremost, the prism through which companies are more important now than we had initially getting the basics right has never been judged for their willingness, and more envisaged. so important. In a state of heightened importantly, capability to ‘do the right Water companies provide the lifeblood anxiety and physical isolation for many, thing’. Coronavirus has cut through the of the country and coronavirus has made particularly those most vulnerable in rhetoric around what it means to be a that more relevant than ever, particularly society, any impact on the services people responsible and sustainable business, and given our role in the green economic rely on in their daily lives is magnified. the actions companies are taking to protect recovery. As a sector that was forged to Back in March, the pandemic pulled their customers and protect their people protect health and hygiene in the wake of the rug out from under everything we took have become fundamental to how they are deadly disease, we now stand for so much for granted. Supermarket shelves were perceived, externally and internally. more. We should be proud of that fact and emptied; the headlines questioned whether At South West Water our focus on take it upon ourselves to articulate it more the NHS could cope; opportunities to see providing excellent, reliable services loudly and clearly than ever.
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