Our Turnaround Plan

We know our performance needs to improve. That's why we set out an ambitious two-year plan to address our challenges and focus on the operational turnaround of the company to 2025.

An overview of the plan

Our Turnaround Plan covered our key priorities for improving our performance between 2023 and 2025.

The overall goal was to provide a better service to our customers and to make sure that we're doing everything we can to protect our environment in the years ahead.

We knew these plans were ambitious. However, we have 2,500 dedicated scientists, engineers and industry professionals who helped make this plan a reality.

We reported on our progress every six months.

Our objectives

Our Turnaround Plan highlighted four key objectives which we set out to meet by 2025.

3rd quartile for quality

We wanted to improve our sites and increase their reliability and the quality of our water.

3 Star EPA rating

We committed to improve our environmental performance by increasing the capacity and resilience of our sites and networks.

7.5/10 customer satisfaction score

We wanted to get better at supporting our customers and engage with our local communities to increase customer satisfaction score (C-Mex).

20% less time lost due to injury

We wanted to make improvements the equipment, training and policies we use to keep colleagues safe to achieve a 0.2 lost time injury rate.

Our objectives

Our Turnaround Plan highlighted four key objectives which we set out to meet by 2025.

3rd quartile for quality

We wanted to improve our sites and increase their reliability and the quality of our water.

3 Star EPA rating

We committed to improve our environmental performance by increasing the capacity and resilience of our sites and networks.

7.5/10 customer satisfaction score

We wanted to get better at supporting our customers and engage with our local communities to increase customer satisfaction score (C-Mex).

20% less time lost due to injury

We wanted to make improvements the equipment, training and policies we use to keep colleagues safe to achieve a 0.2 lost time injury rate.

Southern Water engineer working on pipes

A reliable supply of water for our customers

To improve the reliability of our water supply works, we put in place new assets and improved maintenance. This included the complete overhaul of our four main sites, as well as the use of innovative technology to build smart networks.

Healthy rivers and seas

We increased capacity and resilience at our wastewater treatment works to reach 99%+ compliance with treatment and permit standards. This means our network will continue to operate effectively as our climate changes.

Worker having a conversation with an elderly person

Trusted and easy customer service

We wanted to create a customer-first culture that better supports our customers' needs and makes their experience with us easier. As a part of this, we introduced customer promises and customer service training for all colleagues and partners.

Two workers collaborating looking at a computer

Empowered and supported colleagues

We wanted to empower our colleagues to reach their potential through our Inspire Academy, internships and graduate programme. We also wanted to embed health and safety into our culture with training programmes and a new mobile risk safety app.

A reliable supply of water for our customers

Healthy rivers and seas

Trusted and easy customer service

Empowered and supported colleagues

A wide shot looking along the River Itchen

Lawrence Gosden, Chief Executive Officer.