Complaint and Debt assessments of water companies

Good practice

Providing people with the right assistance

During the assessment we saw evidence that, at first contact, the different teams/departments within Dŵr Cymru (DCWW) are joined-up in a way that allows for swift and effective handover of customers to colleagues who can help with their complaint. Handovers are done in real-time, which means that customers can speak to someone with the right expertise as quickly as possible.

What does this mean for customers?

Getting people quickly in touch with the right department or colleague; minimises delays, avoids customers needing to repeat information, and ensures that the person responding is well equipped to resolve the matter.

‘Out of hours’ assistance

As part of the assessment, DCWW demonstrated the resilience it has within its Operational teams and at its local depots, so that there is always someone on call. ‘Out of hours’ teams are available to address customer contacts round the clock. The presence of local ‘operational pods’ in certain areas means that any contact can then be responded to quickly.

What does this mean for customers?

Customers can feel reassured that the company can be reached in emergency situations whenever needed. Assistance can then be provided without unreasonable delays due to the presence of DCWW field agents in the local ‘pods’.

Helpful and empathetic by phone

During the assessment we consistently heard examples of the excellent inbound call handling provided by all teams across DCWW. It was clear that this was a point of pride for the company; achieved through both training and having the right people in the right roles.

What does this mean for customers?

Customers should be immediately reassured that the person they are talking to wants to help and assist with their complaint. The ideal is that customers and the company work together to find a resolution to any issue; the mixture of knowledge and empathy demonstrated by some of the calls we heard at DCWW represented an excellent basis for this.

High-quality written responses

During the assessment CCW saw examples of well written and structured complaint responses from DCWW’s billing team. We were also provided with evidence that further training is being carried out with other areas of the business to make this high standard consistent across all teams.

What does this mean for customers?

Clear, detailed and well written responses reduce the effort customers have to put into understanding the response to their complaint. There is also less risk of extended, unnecessary correspondence being needed to clarify specific points.
Continued improvement and consistency across DCWW’s teams can only increase this benefit.

Areas of focus

Responding with one voice

Despite the company excelling at ensuring customers reach the right team/advisor at first contact, there was some evidence that the join-up between teams is not always fully reflected during longer-standing complaints and case management processes. We saw some occasions where customers were not being communicated with in a cohesive way when different departments were involved. This risked confusion, increased effort for customers and the possibility of all aspects of a complaint not being responded to.

What will Dŵr Cymru be focusing on?

The company is keen to be more consistent in taking a joined-up approach to customer contact. It will continue to work towards customers having one point of contact, ensuring that customer communication during a complaint is clear, even if different departments are involved.

Keeping customers informed

During the assessment we saw an example that, despite a lot of good and prompt work going on behind the scenes to resolve customer’s complaints (investigations, field work, etc.), this was not always reflected in customers being updated regularly. This can result in customers being unaware of progress and having to make the effort to contact DCWW for updates.

What will Dŵr Cymru be focusing on?

The company has agreed that it will focus on how to align customer contact with the actions it is taking to resolve a complaint. It will explore how clear contact points can be built into its processes so that appropriate updates are provided at the right times. This should result in customers always being up to date without the need for any effort on their part.

Priority Services and support opportunities

During the assessment we saw examples where customers, who could have possibly benefitted from extra support or help, were not informed of the Priority Services Register or other assistance available to them.

What will Dŵr Cymru be focusing on?

The company has agreed that it will focus on ensuring that PSR sign-up opportunities, and other available support schemes, are explored with customers on a consistent basis. Refresher training will be carried out with all customer-facing staff to remind them of when, and how, to have conversations with customers on any support that may be required. They are keen to ensure that people are provided with all relevant information and the right levels of support.

Understanding and case managing repeat contacts

During the assessment we saw evidence of customers needing to contact DCWW multiple times regarding the same issue. This increased customer effort is not, at present, offset by a defined approach to mapping and case managing repeat contacts from the same customer, which can lead to frustration.

What will Dŵr Cymru be focusing on?

The company will explore how it can build a process to identify customers that have been in regular, recent contact. This will allow for case management to be carried out in a cohesive way (for example; a dedicated case handler who understands the history and context of a customer’s case) and should result in resolution being reached more quickly.

Good practice

Priority Customers receiving the correct focus

During the assessment we saw some positive examples of the company going the extra mile for Priority Service Register customers during Operational issues. It was heartening to see that specific (not general) adjustments were made based on the information Yorkshire Water held, improving the service provided to customers.

What does this mean for customers?

Customers can be reassured that, when signed up to the PSR, they will receive a service from Yorkshire Water based on their individual needs. This bespoke service will also be provided proactively based on the information the company has on the Register.

Consistent approach to compensation

During the assessment CCW saw positive examples of thought-out and consistent approaches being taken to goodwill gesture levels by the Operations team. Cases are considered within a ‘compensation framework’ while still factoring in individual circumstances.

What does this mean for customers?

Customers should be able to expect a clear and consistent approach to compensation, without the need for increased effort in understanding what they are entitled to. Clarity for customers on whether, and why, they are entitled to compensation is important when offering a clear resolution and building trust.

Excellent ‘explainer’ letters

CCW saw evidence of well-written letters being provided to customers when explaining specific areas of concern. An example of this was a letter that explained the reasons for an increase in charges; it was clear, well structured and well-written. It was also specific to the local area in which the customer lived, giving direct examples of where investment that would directly impact the customer was being made.

What does this mean for customers?

Thought-through, well-written and specific responses to wider issues means that customers receive replies that not only clearly outline the facts but also explain what that means for them specifically. Customers can be reassured that they are receiving useful, not just general, information.

Quick actions and responses

The assessment provided CCW with examples of Yorkshire Water being able to provide quick turnarounds on actions and subsequent responses. Billing cases, in particular, were generally dealt with quickly and efficiently without the need for undue customer effort.

What does this mean for customers?

Quick, complete investigations and responses should mean customers are not spending unnecessarily long periods in limbo waiting for a response or resolution to their complaint.

Equally, this should mean that any follow-up issues can then be addressed swiftly.

Areas of focus

Joined up service between teams

There was some evidence that in cases where there were combined billing/operation issues, Yorkshire Water is unable to deal with these through one point of contact. A lack of multi-skilling within its teams means that different aspects of a complaint have to be dealt with separately. This risks increased time being spent by the customer dealing with separate departments and context being missed by the company.

What Yorkshire Water will be focusing on?

The company has agreed to look at ways of making the customer journey smoother and consider ways to reduce the contact points/customer effort in instances where multiple departments within Yorkshire Water are involved.

Clear and accurate file notes

Although we saw some detailed and clear file notes during the assessment, we also saw evidence of a lack of consistency in this area. This ranged from call notes to on-site visits not being fully outlined on the system.

What will Yorkshire Water be focusing on?

The company will continue to use the quality assessment tools available to it to ensure that customer contacts are fully and accurately recorded. This should improve the service provided to customers, allowing for confidence that advisors have a full and detailed understanding of any previous contact or actions taken.

Closing the Loop

The lack of a clear and defined ‘Close the Loop’ process was apparent across both billing and operations departments. This increases the risk of customers needing to take the lead in contacting the company following receipt of a response to their complaint should there be outstanding issues.

What will Yorkshire Water be focusing on?

An embedded ‘close the loop’ process (ideally a phone call) would help in ensuring that there is a clear end point to complaints, all points are covered and customers understand any next steps open to them. Implementing such a process should help to remove extra effort for those customers who have further concerns or queries.

Specific Policies/Processes driving complaints

During the assessment, we saw some examples of specific policies/processes from other areas of the business driving complaints to Yorkshire Water. It can be the case that customer-facing teams are put in the position of not being able to provide a customer-friendly outcome to an issue due to the existence of a policy.

What will Yorkshire Water be focusing on?

The company will review any specific policies or processes that are contributing to complaints or customer dissatisfaction, and consider whether changes to these could enhance the service provided to customers. Yorkshire Water will work with the identified areas of the business to effect change.

Good practice

Priority Support information

During the assessment CCW saw evidence that SES’s system allowed for a good level of detail for Priority Service Register (PSR) information recording. Both a record of the reason for PSR registration and the required adjustments were apparent.

What does this mean for customers?

Customers can be reassured that when signed up for PSR the information available to SES staff is detailed and should lead to the right service being provided to them. Equally the company will be able to provide proactive, focused support to customers when needed.

Detailed and clear file notes

SES evidenced examples of accurate, detailed file notes being reported on its system. Both the contents of calls and the needed next steps were clearly recorded and easy to access for case handlers.

What does this mean for customers?

Customers can expect that when contacting SES there will be a full record of any previous interactions with the company. They should not have to repeat previously provided information and should be confident that any necessary escalations or handovers within SES will be handled seamlessly.

Good quality outbound calls

The assessment provided evidence of some excellent outbound calls to customers. This was apparent from not only SES’s Complaints team, but also from its front-line Customer Care team. Empathy, knowledge and understanding were apparent from the calls CCW listened to.

What does this mean for customers?

Customers can expect that when receiving calls from SES about their complaint or enquiry it will be with a friendly, empathetic and informed advisor whose aim is to resolve the issue at hand.

Written response structure and clarity

SES provided CCW with examples of well-written responses to customer complaints. The structure and way information is presented appears thought-through and designed to be easy to read.

What does this mean for customers?

When receiving a written response from SES explanations, outcomes and any further actions should be clear and reduce the need for further, unnecessary, effort on the part of customers.

Areas of focus

Availability / Accessibility of Complaints Team

During the assessment there was evidence that SES complaints team can be difficult to reach by phone, leading to unnecessary customer effort. Customers were sometimes unable to get through to the team and were having to either await a call-back or resort to writing.

What will SES Water be focusing on?

The company has agreed to look at ensuring that the complaints team has the level of resourcing to allow customers with existing complaints to reach their case handler directly. Equally, the current inbound call process will be reviewed.

Written responses pre-complaint

CCW saw some examples of front-line (enquiry) written responses not being to the same level of quality as those being issued by the Complaints Team. This created the risk of frustrating customers and driving them to make complaints due to not being provided with the information needed when making an enquiry.

What will SES Water be focusing on?

The company has agreed that there will be greater focus on training of front-line staff and increased quality assurance work in this area. There will also be internal processes put in place to support all customer-facing staff, not just those in the complaints team.

Picking up the phone to customers

The assessment provided evidence that SES is not consistently taking a “Ring vs write” with outbound calls to customers where appropriate. This risks elongating the complaint process, due to the benefits of discussing an issue being missed and leading to repeated contacts being necessary.

What will SES Water be focusing on?

The company has agreed that better use of phone contact to discuss and, hopefully, resolve complaints quickly and with minimal customer effort will be an area of focus. Resourcing and training will be looked at to facilitate this.

Resolving known issues to reduce impact on customers

During the assessment we saw some evidence of SES’s existing policies/processes/practices driving customer dissatisfaction and subsequent complaints. In some cases these were known issues that had, at the time of the assessment, not been addressed.

What will SES Water be focusing on?

The company has agreed to review and strengthen the way it identifies and addresses issues before they generate customer detriment/complaints through thorough root-cause analysis. This analysis will extend to all areas of the business where company actions could be impacting customers.

Good practice

Excellent customer service by phone

During the two days, CCW saw and heard clear evidence of the excellent customer service United Utilities (UU) provides by phone. Incoming call handling was consistently strong and ranked among the best CCW has encountered during assessments.

What does this mean for customers?

This level of service builds trust, reduces frustration, and enhances overall satisfaction. This is especially true for customers seeking reassurance or resolution during potentially stressful situations. It also reflects a company culture that prioritises customer care and communication.

Customer first attitude

During the assessment, CCW consistently observed a customer service approach in which complainants were not met with defensiveness or excuses. Instead, UU acknowledged when things went wrong and focused on finding ways to put them right.

What does this mean for customers?

A focus on accountability and acknowledging mistakes builds trust and shows genuine commitment to the customer. This transparency should help reduce frustration and reassure customers that their concerns are taken seriously.

Taking ownership of enquiries, not just complaints

During the assessment, CCW saw evidence of UU implementing a sliding scale approach to case handling, where the complexity of each contact determines how it is addressed. Even when a contact is not a formal complaint, it receives an appropriate response from the right team, if needed.

What does this mean for customers?

By matching the level of response to the specific nature of a contact it should ensure customers receive detailed, relevant support from the right team. This approach should also help prevent contacts becoming complaints and further customer effort being created.

Not closing complaints too soon

During the assessment CCW saw evidence of UU implementing a ‘cool off’ period between outcome/’final’ responses being issued to customers and closure of the case. Importance is placed on customers understanding the response provided over closing down a complaint.

What does this mean for customers?

Customers are able reflect on the response, and respond if needed, before their complaint is closed. This should lead to a much easier process for customers if unresolved issues or unanswered questions remain, with no need for repetition of what’s already been covered.

Areas of focus

Consistent levels of customer service across the business

During the assessment there was evidence that call handling quality in some departments within United Utilities did not consistently match the high standards demonstrated by the complaints and contact teams.

What will United Utilities be focusing on?

UU will focus on training and up-skilling across all customer facing teams. The ambition is that UU’s ‘customer-first’ culture is reflected by all areas of the business.

Accurate recording of notes/records

During the assessment there was evidence that when system notes are recorded they are generally of a high quality, but there was some evidence that they are not always recorded consistently. This can lead to key records not being put on file and case management being affected. Clear records are vital to good case management and in reducing customer effort.

What will United Utilities be focusing on?

The company has agreed to look at improving system prompts/QA processes to ensure that file notes are recorded as standard no matter what the method of customer contact is, or who is dealing with the customer.

Responses that address everything

During the assessment there was evidence that a strong focus on the outcome and resolution of complaints sometimes resulted in customer questions being left unanswered and the underlying reasons for issues and resolutions not being fully explained. This can lead to increased customer effort and repeat contact.

What will United Utilities be focusing on?

UU has agreed it will focus on providing responses, whether by phone or in writing, that explain; what the issue is, why it happened, what UU are doing to resolve it and then a clear summary of the outcome.

Ensuring the customer has all relevant information will help reduce people having to get in touch with follow-up queries or concerns.

Resilience within the Complaints Team

During the assessment there was some evidence that there are gaps in case management being risked when case-handlers are off on holiday/sick/leave the business.

This could lead to actions being missed and customers not receiving the right level of service.

What will United Utilities be focusing on?

The company will work on improving internal processes so that there is a clear and consistent handover policy (with safeguards in place). This should ensure that customers receive the same quality of service even if the person dealing with their complaint changes.

Good practice

A joined-up approach

CCW saw clear evidence of strong collaboration between agents in the contact centre and those in the field. This joined-up approach means that information can be passed back and forth smoothly and quickly.

What does this mean for customers?

This approach allows information to flow efficiently between teams, leading to faster resolution times and more accurate updates. It reduces the risk of customers needing to repeat themselves and should provide greater confidence in the service they receive.

Good use of alternative contact channels

The assessment provided some evidence of social media and messaging contact channels working well and being effective in helping those customers utilising them. The convenience of using these channels, as and when needed, was apparent, as was the further work being done to improve the experience.

What does this mean for customers?

The availability of social media and messaging contact channels should offer a convenient and flexible way to engage with the company, especially when traditional methods may not suit customer needs. Ongoing improvements in these areas should also mean that these options become even more useful over time.

Supporting documents for advisors

CCW saw positive evidence that Thames Water make a knowledge-base readily available, on its internal system, to advisors across the company. The content included in this covers a wide range of areas and scenarios, and was of a consistently good standard.

What does this mean for customers?

Advisors should be better equipped to handle a wide range of queries and complaints, which could lead to quicker resolutions and more informed discussions. This knowledge-base can also be built on and improved based on the changing needs and priorities of Thames customers.

Clarity of options and next steps for customers

As part of the assessment, CCW saw evidence of marked improvements to the provision of standard/useful information to customers (Complaints guidance, signposting to next steps, etc.). This is now being done across all teams to ensure that customers are fully aware of where they are in the complaints process and the options open to them.

What does this mean for customers?

Customers are given greater clarity and control over their complaint journey. With clear guidance and timely updates, customers are better informed and know where to go, and how to get there, if further assistance is needed.

Areas of focus

Customers being assisted quickly and by the right people

During the assessment there was some evidence that customers aren’t being progressed to the right team/advisors quickly enough. Instead of being escalated to a department or manager able to move their complaint forward, we saw occasions where customers were becoming stuck in the process.

What will Thames Water be focusing on?

The company has agreed to focus on how customers’ needs and the nature of their contact/complaint can be identified as quickly as possible, and processes improved to get people to the correct team swiftly and without unnecessary customer effort. Equally, there will be a focus on ensuring the correct escalation process is followed as standard.

Case management and handovers

CCW observed instances where case handovers were not carried out effectively, resulting in complaints not being properly managed. Staff absences or changes in role created a risk that existing complaints were not reassigned in a defined or structured manner.

What will Thames Water be focusing on?

The company will improve its resilience process to ensure customer handovers – due to escalation, role changes, or absence – are carried out in a structured and consistent way. Key case details will be clearly recorded on the system, with high-priority cases being flagged. Managers will oversee the process to ensure that this is being done consistently.

Being fully prepared pre-customer contact

During the assessment, there were examples of insufficient preparation before outbound calls were made by Thames case handlers. In some cases, this led to brief, surface-level updates being given to customers who were expecting more detailed responses, resulting in increased customer frustration.

What will Thames Water be focusing on?

Thames Water will look to ensure that any outbound contact to a customer is fully prepared for, with a clear understanding of the case file and history of the complaint/enquiry. This should be the case for even transactional calls, as customers should be able to ask questions and receive answers, if needed.

Closing complaints before they’re resolved

During the two days CCW saw examples of complaints being closed prematurely and despite further actions being needed. This can lead to confusion and increased effort for customers, as well as the risk that a closed case is not addressed or responded to in the same way an open case would be.

What will Thames Water be focusing on?

Thames will focus on ensuring that complaints are only closed once they are confident everything has been addressed for the customer. This means either an agreed resolution or a final response outlining why the customer’s preferred resolution is not possible and clarifying the next steps of the complaint process.

Good practice

Written responses

Southern Water’s outbound written responses to complaints have been designed to be easily readable and understood. Sub-headings that cover the key points of a complaint and the steps being taken to provide a resolution are used as standard. Next steps and options for the customer are clear and easy to follow.

What does this mean for customers?

The work and focus on written structure allows for accessible and clear responses that focus on the issues that are being raised and the outcomes and actions taken. It contributes to customers not having to make further efforts to understand how their complaint has been reviewed or the steps being taken to resolve it.

Good at getting in touch

Southern Water ensures that outbound calls from its complaint team are preceded by text messages which outline who they are (including a named contact), when they’ll be calling and the options for this to be rearranged if not convenient for customers.

What does this mean for customers?

The process provides confidence for customers that their complaints are being reviewed by a named contact and provides clarity around when that person will be in touch. It allows greater ownership for customers to discuss their complaint at a time that suits them, increasing the likelihood that a productive conversation is held and resolution reached.

Complete and detailed system notes

Southern Water’s case management system uses AI to generate system notes for incoming telephone contacts, providing a clear audit trail. It provides a full transcript of calls, key points and options for resolution/next steps to advisors. Human intervention is still a key part of their process to ensure these are accurate.

What does this mean for customers?

It provides confidence that the issues customers raise are recorded and understood by the company. This should reduce the need for multiple conversations about the same issues and increased effort being put on customers to repeat themselves multiple times during longer-term complaint processes. It should also provide clarity and focus for complaint handlers regarding the key points they need to address.

Insights from customer contact can also be used to drive better overall performance and service.

Understanding complaints

The assessment provided evidence that Southern Water’s complaints team carry out end to end reviews of customers’ complaints, previous contacts and circumstances prior to responding (either by phone or in writing). This preparation and understanding was clearly reflected in the majority of the responses provided from the complaints team.

What does this mean for customers?

There is an increased chance that complaints can be resolved swiftly. Equally, considered and appropriate resolutions are provided. Additional aspects, such as any relevant extra support available to customers, can be understood and discussed. This understanding can also lead to better root-cause analysis for the company, allowing for proactively resolving any issues that lead to customer dissatisfaction.

Areas of focus

Customer service during major events

During the assessment we saw evidence that in the aftermath of a recent large-scale water outage, Southern Water’s messaging and responses to those affected caused some increased customer effort.

Due to the nature of the event, Southern attempted a different approach to the usual way they would manage compensation. Resulting from this we saw some delay in decisions being made on compensation levels and a lack of clarity regarding who was eligible, meaning a difficult experience for their customers was sometimes compounded.

The surge in complaints resulting from this had the knock-on effect of causing issues with resourcing to deal with inbound contact.

What will Southern Water be focusing on?

Although this incident presented some unique challenges, the company has agreed that it has learned from this and will re-focus on its strategy for responding to major incidents. It will ensure that all staff are briefed regularly with the latest information and appropriate, straightforward customer messages are provided.

Messaging on compensation will be proactive, clear and customer friendly and, at times of high customer contact, resourcing will be appropriate.

Training for inbound call handlers

Although the quality of outbound calls was found to be generally high, the assessment highlighted several examples of inbound calls raising new issues being responded to in a manner that caused customer effort and detriment. Some advice was unclear or incorrect and there were examples of responses that were not customer-friendly. As well as examples of complaints not being responded to well, the call handling itself, through simple omissions such as a lack of straightforward apology, sometimes became the reason for complaints being raised. Equally, opportunities to provide relevant information to customers regarding the Priority Services Register, or available financial support, were sometimes missed.

What will Southern Water be focusing on?

The company have agreed that its focus will be on continuing to provide training on key, topical, areas of concern to customers, so that call handlers have a broad understanding of these issues and can provide clear and confident advice.

Not every issue can be responded to straight away and on these occasions Southern Water will explore how it can improve the support given to front line teams from subject experts. There will also be a focus on the tone of call handling to ensure that the company’s empathy and willingness to help is reflected.
Refresher training on where broader support or affordability conversations are appropriate is a key area to be worked on.

Clarity and jargon busting

The use of jargon in the water industry and, accordingly, in communication to customers is a widespread problem and this was reflected during the assessment, particularly in some of Southern Water’s operational responses.

We saw some customer effort being driven by a lack of clarity from the company regarding the technical context of complaints. There were examples where a lack of understanding of processes and associated timescales led to confusion and dissatisfaction.

What will Southern Water be focusing on?

Further efforts will be made to build on the clarity provided within Southern Water’s written responses and eradicate the use of technical jargon. More frequent use of diagrams, where appropriate, will be explored and a larger suite of ‘Jargon Buster’ videos will be offered to customers.

This focus will help customers to better understand how their enquiry/complaint is being handled and reduce the need for further contact or unnecessary uncertainty.

Case management outside of the complaints team

The assessment provided examples of transactional customer contacts not always being given the same focus or scrutiny as complaints. Follow-ups were sometimes missed and timescales for responses not adhered to.

People should not need to make a complaint to receive great customer service and have their contact dealt with in a clear and structured way.

What will Southern Water be focusing on?

There will be increased scrutiny of non-complaint contact handling and how the standard of this can be improved across front-line call centres, operational teams and contractors to ensure that promised actions are carried out and responses are clear, detailed and complete. This should stop customers from having to complain regarding service failures that are easily avoided and within the control of the company.

Good practice

The desire to put things right

During the assessment South West Water demonstrated its drive to do the right thing for customers – when issues were uncovered it acted quickly to address these. In some cases customers were called the same day and new processes were put in place.

What does this mean for customers?

South West Water’s focus on swiftly reacting when issues were flagged is something that customers should be able to expect in their day to day interactions with the company. If something goes wrong, it is clear that South West Water will want to try and put things right as soon as possible. Equally, it was clear that longer-term improvements were being driven by lessons learned from specific issues.

Well written responses

During the assessment CCW saw examples of well written complaint responses from both South West Water’s Billing and Operational teams. The structure and language used was generally customer friendly and free of jargon. With some minor tweaks, the company has a strong foundation to build on.

What does this mean for customers?

Responses being well written, clear and accessible means that customers of South West Water should be able to fully understand the company’s response and next actions. The need for further contact from customers in order to ask additional questions or seek clarity should be reduced. It was also heartening that the company is willing to take steps to improve further – increasing the benefit for its customers.

The right people picking up the phone

The assessment provided some strong examples of the benefits of South West Water having the right agents on the phone. We heard difficult calls being handled in an informative, level-headed and clear manner. The company has developed a ‘tone of voice’ handbook which should help grow this good practice across teams.

What does this mean for customers?

Complaints can be emotive and complicated – having the right people in the right roles on the front line means that customers should be able to expect a measured and productive conversation when contacting South West Water. Having empathetic and knowledgeable staff on the phones leads to mutual understanding and being able to get to the root of any issues so that they can be resolved.

Quick actions and responses

The assessment provided CCW with examples of South West Water being able to respond quickly to customers on the back of swift operational/technical action being taken.

What does this mean for customers?

Ideally this results in peace of mind that any necessary work is generally carried out quickly and the customer is informed, providing a full resolution of the issue.

This speed of response, both on site and via customer communication, should also mean that any follow-up issues can then be addressed without the customer journey being unnecessarily extended.

Areas of focus

Case management and customer effort

There was evidence during some case reviews that the level of customer effort in having a complaint resolved can be high (e.g. the need for repeated contact/the customer driving the complaint) and South West Water’s case management was not always as robust as would be hoped (e.g. further actions not completed, missed follow-up contacts).

What will South West Water be focusing on?

The company has agreed that it will explore a more structured approach to case management and look at how clear ownership of a customer’s case can be introduced, not just during the complaint process, but from first contact to last.

South West Water aspire to take the lead in resolving a query/complaint and remove the need for customer effort. The introduction of a new CRM system should greatly assist with this.

Process gaps

There was evidence during one case that there are gaps in the Customer Leakage process, specifically the join-up between departments. This led to significant problems with the progress and resolution of the complaint.

What will South West Water be focusing on?

The company has agreed to explore ways to improve the relationship between the complaints/contact teams and other departments (metering, operations, etc.).

It will consider where there are gaps in processes that can lead to a smoother journey for both customers and its own staff. One such solution, related to the Customer Leakage process mentioned above, was identified during the assessment.

Empathy and understanding

During the assessment there were some examples where empathy and understanding of a customer’s circumstances was not to the standard it could have been. This was most noticeable in cases where customer vulnerability was present.

What will South West Water be focusing on?

The company has agreed that further training will be carried out (centered around the ‘tone of voice’ handbook previously mentioned) and all areas of the business will focus on always putting the customer at the heart of their communications and actions.

South West Water will also ensure that the needs of those customers in vulnerable circumstances are recognized and responded too.

Quality Assurance Process and root-cause analysis

Some cases reviewed during the assessment would have benefitted from a more robust Quality Assurance (QA) process being carried out by South West Water. Some mistakes and unfulfilled follow-up actions were missed, even in retrospective checks, leading to errors not being remedied, and customer complaints/enquiries going unresolved. Equally, there were some gaps in understanding of where and why general queries were becoming complaints.

What will South West Water be focusing on?

The company has committed to improving the existing QA process to ensure that lapses in case handling and customer service are addressed and learned from in a structured way. Immediate actions will be taken where necessary for specific customers, and broader process issues will be recognized and resolved.

A greater focus on root-cause analysis will be embedded, helping the company to better understand what is driving customer dissatisfaction.

This process will extend to all customer service not just complaint handling.

Good practice

High quality front-line case handling

During the assessment we reviewed a number of cases where initial contact was handled by Anglian’s off-shore team. The quality of contact handling was the best we have seen/heard from an external contact centre and provided a strong basis for complaints to be resolved swiftly.

What does this mean for customers?

The service provided by Anglian Water’s front line staff means that customers can be confident that transactional contacts can be quickly and effectively responded to and more complex queries or complaints will either be answered or recorded in a way that allows the specialist complaints or operations teams to have all information needed to address customer concerns.

Detailed and consistent file notes

Based on the cases reviewed, the standard of file notes being recorded by the company was generally high. This meant that cases were easy to understand and allowed case handlers to gain a clear understanding of case histories at the point of handover or escalation.

What does this mean for customers?

It provides confidence that the issues customers raise are recorded and understood by the company. This should reduce the need for multiple conversations about the same issues and increased effort being put on customers to repeat themselves multiple times during longer-term complaint processes. It should also provide clarity and focus for complaint handlers regarding the key points they need to address.

Seamless handovers between teams/departments

We saw a number of cases where customers benefitted from Anglian’s process of transferring over contacts to handlers who had the experience and knowledge to fully address complex complaints. This was done smoothly and reduced the customer journey.

What does this mean for customers?

This process means that, not only should customers have their complaint dealt with a member of staff who has the specialist knowledge and expertise to address it fully, but this is done without the need for effort on their part. The hope is that this should resolve queries/complaints swiftly and fully.

Fast, high-quality responses

During the assessment we consistently saw responses to customers being issued swiftly, both by phone and in writing. These were generally of a high quality and, in the majority of cases, provided a resolution, or at least clear plan for resolution, of the relevant issue.

What does this mean for customers?

This speed of response, via all channels, should mean that customers can get answers or move towards the resolution of their issue faster. The ideal is that no customer has to spend extended periods of time waiting for an answer.

This also allows the space for follow-up issues to be addressed without the customer journey being unnecessarily extended.

Areas of focus

Priority Services opportunities

During the assessment we saw several examples where customers, who could have possibly benefitted from extra support or help, were not informed of the Priority Services Register or the assistance available to them.

What will Anglian Water be focusing on?

The company has agreed that it will focus on ensuring that PSR sign-up opportunities are explored with customers on a consistent basis. This will be done through refresher training for agents and understanding when and how to discuss any assistance or support that may be needed by people, both by phone and in writing.

Repeat customer contacts

Exemplified by one of the cases we reviewed, it was apparent that Anglian Water does not currently have a process for mapping repeat customer contact. Such a process would allow it to identify, and appropriately case manage, customers who are having to contact it multiple times.

What will Anglian Water be focusing on?

The company will be looking at changes to its system and how to introduce a report or process that will identify customers, in real time, that have been in regular, recent, contact. This will be used to better focus on customers that are either experiencing repeated issues or not receiving a solution to an on-going problem.

Reducing the customer journey

We reviewed some cases where customers could not be assisted by the company any further and it was appropriate to move the process on to either the next step of the complaints procedure (CCW) or another body (DWI, etc). This was not always done in a clear and consistent manner – creating further customer effort.

What will Anglian Water be focusing on?

The company is keen to look at ways to strengthen the advice provided to customers. If there is nothing it can do to help or resolve a complaint, the company will ensure it makes this clear at the earliest opportunity and accurately provide advice on the next steps open to the customer.

‘Close the loop’ with customers

Based on the cases reviewed, we identified an opportunity for Anglian to enhance the consistency of their ‘close the loop’ process, particularly for verbal complaints. While written responses are generally already followed with call attempts, we noted that in some verbal cases customers were left needing re-contact the company following closure due to outstanding queries or issues.

What will Anglian Water be focusing on?

An embedded ‘close the loop’ process (ideally a phone call) would help in ensuring that there is a clear end point to complaints, all points are covered and customers understand any next steps open to them. The need for customers to take the lead in contacting the company with follow-up points, or questions, should be greatly reduced.

Good practice

Use of case work and home visits

SES Water use case work for its highest debtors. This means that it has been able to develop working relationships with non-household debtors and collect high levels of debt from businesses.

This case work will also benefit households with the highest levels of debt, providing them with a bespoke service from a specialized team.

SES Water also has home visits available within its debt recovery process.

What does this mean for customers?

Casework allows for relationships to be built between customers and specific staff/teams making the company more approachable and gives the opportunity to build trust.

Home visits within the methods of contact for debt recovery can help to cater for people with needs that potentially prevent engagement via phone, e-mails or letter, however as it is a limited resource, it should be targeted effectively to those who will benefit most from it.

Specialist bereavement support

SES Water currently provides advice to customers experiencing bereavement, linking them to services via Life Ledger. SES Water is considering introducing a third party service to offer more specialised bereavement services and greater support to customers experiencing loss.

What does this mean for customers?

Any service that specialises in specific needs/circumstances ensures that customers in those circumstances get the support they need when they need it most.

System alerts

When opening a customer account, any user will get alert pop ups informing the user if the customer is on the priority services register, or if there is data missing for the customer.

What does this mean for customers?

Automatic alerting of a PSR need allows the user to be aware of any specific needs of each customer they serve at the earliest possible point in the interaction. Having this information from the beginning of the interaction allows the user to tailor the service depending on the customer needs. Regular checks on missing data will also ensure that SES Water has up to date information for its customers to keep them informed.

Recognition of improvement needs

SES Water recognised that its debt recovery processes are still in the early stages of development and that improvements are required. SES Water was keen to undertake the assessment and gain an understanding of its processes from an external point of view and to use our recommendations to influence its plans within debt recovery moving forward.

What does this mean for customers?

SES Water’s intention to improve its debt recovery processes should result in improved services to those who find themselves in debt. Improvements should mean that support is offered to everyone expressing financial difficulty or vulnerability and ensure that debt is addressed in a timely manner to help to avoid customers building debt without intervention.

Areas of focus

Development of the debt recovery process

SES Water’s current debt recovery process is limited to: three recovery letters, attempting some outbound telephone calls and the possibility of visiting customers in person. SES also has only one set recovery journey for customers. It does not offer bespoke journeys based on a variety of customer circumstances.

What will SES Water be focusing on?

SES Water has recognised the need to place focus on development of its debt recovery processes to firstly maximise different methods of contact, and secondly to tailor debt recovery journeys to cater for a variety of circumstances. SES Water has agreed that this is – and will be – an area of focus moving forward.

Quality assurance

During the assessment, whilst we saw some examples of good quality customer service on calls, we also saw examples of missed opportunities to offer support that could have been beneficial to the customer, and some instances of inflexibility in solutions offered to customers in arrears. We also saw instances where customers should have been transferred to a specialist team to receive the appropriate support, however were not.

What will SES Water be focusing on?

SES Water has agreed to review the quality assurance process for calls that are taken by an outsourced service and address some of the gaps that we saw in the service offered to its customers.

Review of communications

Throughout the assessment, we were able to review customer correspondence including debt recovery letters and bills. We identified opportunities to improve areas such as tone, setting customer expectations and re-positioning available support information to a more prominent position.

What will SES Water be focusing on?

SES Water has agreed to review communications as part of the development of its debt recovery processes and has recognised the importance of effective communications in ensuring that customers are fully informed and aware of what steps they need to take to address arrears or seek support where needed.

Consistent approach to setting payment arrangements

The assessment highlighted that payment arrangements set with customers who are in arrears, are inconsistent depending on the team that handles the interaction. We saw examples of inflexibility when a customer had stated they could not afford the payment plan they were offered. Where this is the case, customers should be transferred to a specialist team to offer more options, however they were not.

What will SES Water be focusing on?

SES Water has recognised the need to ensure that, where required, customers are referred on to the right team when they require more specialist support. It aims to address this within the review of quality assurance.