Lighthouse | ICE Viewpoint
Rebuilding trust in the troubled water industry is paramount
For some time the water sector’s to-do list has been extensive and challenging.
This includes reducing overflows from sewers, improving river quality, reducing leaks and increasing the rate of asset replacement for water and wastewater networks. All this while reducing carbon and maintaining low prices.
BY ART WE MASTER WHAT WOULD MASTER US
If unaddressed, the problems seen in microcosm today will become more severe due to pressures from population growth and climate change.
The above challenges were brought sharply into public focus in 2022, notably through widespread media attention devoted to sewage discharges into waterways.
Indeed, customer trust has fallen to its lowest point in 11 years, so it is critical that water companies work to repair the extensive reputational damage.
The Consumer Council for Water conducted public polling on trust in the water sector earlier in the year.
When asked to sum up their water company in a word or phrase, 34% of people in England and Wales chose a negative one – but when asked to do so for the water industry as a whole, this jumped to 50%.
“Trust” is therefore not a constant concept. Customers might perceive that their own water company is providing a reliable service, but much more needs to be done to rebuild faith in the system as a whole.
Addressing these challenges and ensuring a high quality water and wastewater infrastructure system is in place will not be cheap.
It is inevitable that water bills will have to rise, not least to cover the £56bn commitment to reduce spills from combined sewer overflows between 2025 and 2050.
And then there is the investment needed to improve the water system’s resilience to drought.
This is estimated by the National Infrastructure Commission to cost £21bn over the next 30 years.
It is clear that affordability is not just in the here and now; it is a long-term issue that will be far more expensive to fix unless action is taken soon. Therefore, the water sector needs a robust and legitimate source of funding that does not hit the most vulnerable in society hardest.
Improved communication and transparency about water companies’ activities must focus on how they have learned from previous mistakes.
It must also explain that they are seeking to protect their assets in the future – and that investment will deliver a better service and improved outcomes for society.
Climate change and population growth mean the public must reduce its water use by at least 25%.
Can this be achieved if there is little trust between society and water companies?
There is a case here to develop a national narrative that rebalances society’s relationship with water, allowing it to be valued more effectively.
Trust is also crucial when it comes to improving civil engineers’ perceptions of the water sector.
“Problems seen in microcosm today will become more severe due to pressures from population growth and climate changeBeing seen as an inefficient, dirty place to work is hampering recruitment of the much-needed next-generation, while causing disillusion among the experienced people who must be retained.
Engaging with the public more positively can turn this around and help to build the workforce that the water sector needs for the future.
The water industry’s next asset management period (AMP8) is fast approaching. This presents an opportunity to rebuild trust and for water companies to be upfront with the public and policymakers about what the costs – and, crucially, the benefits – will be in the future.
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