Complaint and Debt assessments of water companies 2025-26

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

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 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

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

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

The right people in the right roles

The assessment highlighted Affinity’s use of a detailed internal ‘Skills Matrix’ for its advisors, which covers a wide range of advisor behaviours and abilities. It showed the company’s understanding of the skill-sets within its teams and where development and training would benefit individuals. It also allowed Affinity to focus on where strengths lay within the team and how these could be utilised.

What does this mean for customers?

Customers can expect to contact Affinity Water and receive advice/responses from case handlers that have the right skill-set, bolstered by training and development, to assist them. This should form the basis for a positive customer experience with a company seeking to do the correct things in the right way.

A structured approach to managing complaints

Affinity Water demonstrated a case-tracker designed to ensure that on-going customer cases are visible across the complaints team and can be focused on even if case handlers are absent.

What does this mean for customers?

Customers should be reassured that their ongoing complaints will not be missed or delayed due to a specific case handler not being available; the case will be picked up by someone else. This should shorten the timescales for resolutions being reached in a way that is seamless for the customer.

Accurate records

During the assessment we saw evidence of file notes on Affinity’s system being of a good, detailed standard. Clarity of call notes was particularly strong.

What does this mean for customers?

Good file notes mean that customers shouldn’t have to repeat themselves multiple times during the course of a complaint and reduces the risk of key points being missed. This, along with use of the aforementioned case-tracker, should lead to continuity and customers receiving a good level of service.

A robust QA framework

It was reassuring to see evidence of Affinity Water’s use of a clear Quality Assurance (QA) process during the assessment. Cases are reviewed on the basis of both contents and quality and we saw follow-up contact being made to customers when issues were identified.

What does this mean for customers?

QA sets the basis for continuous improvement as well as picking up specific issues, or gaps in case handling, that can be acted on. Customers can expect for this, alongside the skills matrix, to mean that Affinity Water’s service improves generally and that specific complaints are revisited if anything is missed in the first instance.

Areas of focus

Digging into the details

Over the two assessment days we saw some occasions when there was a lack of preparation prior to outbound calls/contacts being made to customers. This was despite information being present on the system, leading to customers having to repeat themselves and risked key points being missed.

What will Affinity Water be focusing on?

Affinity will work towards making it standard practice that past correspondence and file notes are fully reviewed and understood prior to outbound customer contact. This should help to increase case handlers’ understanding of complaints and mean swifter and clearer resolutions will be achieved.

Full and clear responses

CCW saw some evidence of final responses to customers from Affinity not covering all aspects of the complaint/enquiry being made. This sometimes led to customers having to make the effort of contacting the company again for clarity.

What will Affinity Water be focusing on?

Affinity has agreed to increase its focus on making sure that resolution responses (whether by phone or in writing) are full and complete. It will use a ‘check-list’ approach to address all aspects of the complaint and will ensure that this is communicated in a way that gives customers the confidence that everything raised has been considered.

What happens next?

During the assessment we saw some examples of expectations not being clearly set with customers (timescales, next response dates, outcomes), leading to confusion, repeat contacts and customer effort.

What will Affinity Water be focusing on?

Affinity will be looking at how timescale and expectation setting can be improved in customer contacts. A focus on this will hold the company to account and provide reassurance and clarity for customers regarding what happens next and when.

Responsibility and ownership no matter the circumstances

During the assessment CCW saw some indication that, both internally and with external contractors, ownership was being passed between teams. This sometimes put the onus on the customer to navigate different departments, rather than Affinity acting as one company. This led to customers expending more effort in getting issues resolved and feeling like they were being passed from ‘pillar to post’.

What will Affinity Water be focusing on?

Affinity has agreed that as a company it should consistently speak to customers with ‘one voice’. Customers will not be moved between teams or signposted externally, unless for specific reasons. If this is necessary it will be done in a way that does not elongate the complaints process or increase customer effort.

Good practice

Tracking repeat contacts

During the assessment Bristol Water provided evidence of a process being used for tracking open customer contact, even when outside of the complaints process. This allows it to identify customers who are experiencing extended or repeated issues. This was present for contacts across billing and operations.

What does this mean for customers?

Bristol Water’s ability to record and identify customers who may benefit from greater focus and case management should mean that it can engage with those customers proactively at an earlier point- where possible prior to them needing to make a complaint. This should help to reduce customer effort and the length of the customer journey.

Links across teams

Over the two assessment days we saw strong evidence of link-up and communication between both billing and operations, as well as customer service and field teams. We also saw equally strong evidence of mutual trust between teams to assist customers, resulting from the above.

What does this mean for customers?

Bristol Water customers can expect that all departments of the company will work in tandem to help address their query or complaint. Whether discussing the situation over the phone or on-site, there should be consistency of service.

Closing the loop on-site

Bristol Water provided evidence of its ‘Customer Sure’ (on-site resolution surveys) being utilised and yielding benefits. These surveys are carried out directly with a proportion of customers following work being carried out at their properties.

What does this mean for customers?

These surveys offer assurance for Bristol Water customers that they are able to provide immediate feedback on the service they have received. If there are any outstanding issues or questions these can be dealt with there and then, without the need for customers to contact the company themselves at a later time.

Holding their hands up

CCW saw really positive evidence of Bristol Water providing customer-friendly resolutions to complaints. It also demonstrated a clear policy for assessing where gestures of goodwill were appropriate.

What does this mean for customers?

Bristol Water’s well-judged approach to admitting when things have gone wrong and acting swiftly to put this right, means that customers can trust that the company understands its responsibilities. This also makes positive outcomes as easy as possible for customers to achieve when issues arise.

Areas of focus

Closing at the right time

During the two days CCW saw occasional examples of complaints being closed prior to all aspects of them being resolved. This carries a risk of customers losing confidence that every aspect of their case is being covered and the company losing track of what actions need to be taken.

What will Bristol Water be focusing on?

Bristol Water will focus on being more consistent in only closing complaints once it is confident everything has been addressed for the customer. This will be done through either a clear resolution for the customer covering all aspects of the complaint or a final response outlining why the customer’s preferred resolution is not possible, with clarity regarding the next steps of the complaints process.

Clarity on next steps

During the assessment, it became clear that customers were not always given information about what was happening next. This was sometimes regarding timescales for work being carried out, or when they could expect the next contact from Bristol Water. This lack of clarity can undermine confidence in the process and could result in customers making additional, unnecessary, follow-up contacts.

What will Bristol Water be focusing on?

To address this, the company will focus on providing consistent and proactive information to customers at point of contact. This means clearly setting expectations for when the next update or action will occur and, where possible, offering longer-term reassurance. The aim is to build trust, reduce unnecessary contact and, most importantly, reduce customer effort.

Processes adding to customer effort

During the assessment CCW saw some evidence of increased customer effort being caused by certain company processes. There were areas where forms were unclear and wording was not as customer-friendly as it could be. There were also some key topics where there were gaps in the available explainer videos/guides on the website.

What will Bristol Water be focusing on?

Bristol Water will carry out a full review of its existing customer-facing processes and amend as needed in order to improve the clarity and ease of use. The company will also review the suite of explainers/guides on its site and look to fill any gaps.

Specialist information provides in the right way

CCW noted some evidence of specialist information not being provided in a customer-friendly way by phone. Although the information provided was correct, the way it was provided was not always geared towards helping the customer and was instead focused on delivering a technical outcome. This risked customers not feeling that their concerns were being fully recognized.

What will Bristol Water be focusing on?

The company will consider how best to relay technical information to customers in a customer-friendly manner, while not diluting the details. Consideration will be given to who is best placed to call customers so that all aspects of their concerns can be addressed.

Good practice

Ring v Write

During the assessment we saw strong examples of Hafren Dyfrdwy consistently looking to engage with customers by phone, when appropriate.

What does this mean for customers?

Hafren’s focus on speaking to customers about their complaints creates the opportunity for a better understanding of the issues being experienced, and desired resolution. It should also mean that complaints can be resolved more swiftly and with less customer effort.

A lack of jargon

The water industry can be jargon-heavy and it was heartening to see Hafren working hard to remove this aspect from its customer communications, both in writing and by phone.

What does this mean for customers?

Clarity and transparency is key for customers. Sometimes the reasons for a process, or something going wrong, have a technical aspect or are tied to legislation (as two examples). The company being able to address issues like these in a straightforward way is a real positive for Hafren customers.

Well written and structured responses

The assessment provided examples of Hafren responding to customers with well written complaint responses. They were structured in a clear and accessible way and evidenced a customer-friendly tone.

What does this mean for customers?

When a written response is needed, ensuring it’s customer friendly and well-structured (combined with the aforementioned lack of jargon) provides a positive alternative to a phone call, or can be effective as a follow-up to a conversation.

In-person and face to face

During the two days with Hafren we saw examples of the work it does with the local community to be present and, where possible, assist, during incidents.

Presence on-site, community events and visits to customers homes to discuss on-going issues were evidenced and it was clear how focused the company was on engaging and helping customers wherever possible.

What does this mean for customers?

These examples of Hafren’s customer focus should provide reassurance that, if an incident occurs, the company will do its utmost to assist those customers affected. Where needed this will not be limited to calls and written correspondence, but also engagement in communities and face to face meetings with customers.

Areas of focus

Cohesive contact handling

There was evidence during the assessment that the join-up between teams within Hafren is being hindered by some of its internal processes.

This can lead to; increased customer effort, issues with clarity of process and a lack of clear ownership.

What will Hafren be focusing on?

Hafren has agreed to look at ways to ensure that Billing and Ops work in tandem on cases that require input from both, and that a dedicated case handler is used to streamline the process of enquiring and reduce the risk of customers needing to complain.

Prioritising case management

We saw some examples of long-standing/repeat complaints not being focused on or specifically case managed. There is a risk of these complaints, that would often benefit from case management, not receiving a full resolution due to not being identified as priorities.

What will Hafren be focusing on?

Hafren will look at ways to identify those customers who are having to come back to it repeatedly and/or who have had a case open for a long period of time. Both aspects being tracked should provide a better opportunity for the company to pro-actively case manage and reduce customer effort.

Resilience and oversight of on-going complaint cases

At the assessment we saw reassuring evidence that Hafren holds regular meetings to discuss open complaint cases. However, this was not always apparent in the logging of file notes and case updates on the system. Some cases lacking clear records and audit trails risks further customer effort (chases, repetition of information) if key staff are absent or unavailable.

What will Hafren be focusing on?

The company will focus on consistently recording all customer contact and ensuring audit trails are available on the system, particularly in on-going cases or events. This will also allow it to capture a lot of the positive on-site engagement work, mentioned earlier.

Clarity of next steps for customers

There were examples during the assessment of ‘what to expect’ not being clearly communicated to customers. This was often around timescales for the next contact from Hafren or when a specific action would be carried out. This absence of clarity can lead to a lack of confidence from customers in the process, leading to further contact.

What will Hafren be focusing on?

It will aim to be more consistent in making clear to customers when the next contact/action will be and, where possible, provide longer-term reassurance about what customers can expect in relation to their complaint. The company will look at how this can be done pro-actively without customers having to request this information.

Good practice

Collaborative working between departments

During the assessment CCW saw clear evidence of teams across Portsmouth Water working well together and diverse processes complementing each other. Although specific teams/people took responsibility for their specific areas, case management remained consistent and through dedicated contacts.

What does this mean for customers?

Portsmouth Water’s strong internal collaboration should mean that complaints receive, not only the correct level of scrutiny to ensure all points are covered by the necessary teams, but also, that this is properly collated and communicated to customers. This process working well resulted in one of the better handled complaint cases CCW has seen in an
assessment this year.

Quick to act and respond

The assessment provided CCW with evidence of Portsmouth Water both completing actions/works, and communicating this to customers, quickly. Specifically, we saw examples of fast call-back times even for complaints of a specialist/technical nature.

What does this mean for customers?

Portsmouth Water’s speed of response means that customers, generally, should not have to wait for extended periods of time for an outcome to their complaints. Detailed, technical and – most importantly – correct responses, provided swiftly mean a reduction in the inconvenience extended wait times can create. The informed advice provided during longer-term complaints also provides reassurance to customers.

Well written and structured responses

The assessment highlighted examples where Portsmouth Water provided customers with well‑crafted complaint responses. These were clearly structured, easy to follow, and generally demonstrated a customer‑friendly tone.

What does this mean for customers?

A clear, well‑structured, jargon‑free written response helps customers fully understand what has happened, what will happen next, and what is expected of them. Equally, customers can refer back to a well written explanation, which is especially helpful if the issue is complex or they need to share the information with someone else.

End-to-end case ownership

During the assessment CCW saw clear examples of end‑to‑end case management, where complaints were handled by a single point of contact who maintained ownership throughout the process. Handovers to other case handlers were provided where/when needed but this was done smoothly and made clear to customers.

What does this mean for customers?

This approach should provide Portsmouth Water customers with reassurance that their complaints will be given the right level of focus and ownership. There should be a reduced need to repeat information, more straightforward complaint journey and a dedicated, named contact at all times.

Areas of focus

Closing too soon

There was evidence during the assessment that complaints were being closed prior to all aspects being resolved. This was often when the main aspect of a complaint was addressed but follow-up work or confirmation was still outstanding, or information was provided on how a complaint would be resolved but the actual resolution had not yet been provided. This risks increasing customer effort by creating the necessity of follow-up contact.

What will Portsmouth Water be focusing on?

Portsmouth Water will ensure that complaints are only closed on its system when it is confident that all aspects have been fully addressed for the customer. This means either reaching an agreed resolution or providing a final response that explains why the customer’s preferred outcome cannot be met and sets out the next steps of the complaints process.

Consistent tone of voice

CCW experienced rare examples where Portsmouth Water’s customer‑focused tone of voice was not apparent consistently across all teams and colleagues. There were occasional instances of telephone conversations that, although handled professionally, could have demonstrated greater empathy.

What will Portsmouth Water be focusing on?

Portsmouth Water will focus on ensuring a consistent tone of voice across all customer interactions and continue to provide training to strengthen empathy. The company will work towards customers receiving the same high‑quality experience regardless of who they interact with.

Quickly getting customers to the right team

During the assessment, CCW observed some instances where the customer journey was unnecessarily prolonged because customers remained at the enquiry stage for longer than they should before being progressed appropriately.

What will Portsmouth Water be focusing on?

The company will focus on consistently progressing customers to the complaints team when dissatisfaction is expressed. Equally, it will look at how complex enquiries can be reviewed and responded to by case handlers to prevent the need for escalation to complaint stage.

Fully reviewing all available information

There were rare examples during the assessment of outbound contacts being made to customers without a full case review being carried out. As a result, some customers had to repeat the key points of their complaint several times, which contributed to increased customer effort and frustration.

What will Portsmouth Water be focusing on?

Portsmouth Water will provide refresher training to focus on all outbound customer contact being fully prepared for, with case handlers having a clear understanding of the case history and the details of the complaint or enquiry.

Good practice

Continuous improvement

CCW observed strong evidence of Wessex Water showing a commitment to continually improving the service delivered to customers. This included; early identification and action on emerging complaint trends, service improvements being made based on customer experience and the introduction of efficient, well‑designed methods for tracking tasks and actions.

What does this mean for customers?

Customers can expect that issues are identified and resolved earlier, leading to fewer repeat problems. Effective tracking and timely service improvements should reduce customer effort and give customers greater confidence that the company is listening, learning, and acting based on what it is hearing from customers.

Combining clarity and empathy

The assessment provided examples of Wessex Water producing written communications that were easy to read, informative, and well‑structured, while also demonstrating empathy and a strong focus on meeting customers’ needs.

What does this mean for customers?

Clear, jargon‑free and customer-focused explanations help customers quickly grasp what is happening with their complaint, while reassuring them that their concerns are taken seriously. This should result in a customer journey that reduces confusion, lowers customer effort, and builds confidence in the service.

Proper preparation

During the assessment, there was strong evidence that full case reviews were being completed before outbound contact was made to customers. This preparation ensured that case handlers have an understanding of the customer’s contact history.

What does this mean for customers?

Customers don’t have to repeat their complaint or its history. Case handlers know what actions are still outstanding and can give accurate, clear updates, which makes calls shorter and more focused. This preparation also reassures customers that their issue is understood and being managed properly.

Good quality on-site work combined with strong customer service

During the assessment, CCW saw evidence of Wessex Water’s field teams not only carrying out a good standard or work but also providing strong customer service when dealing with customers on site.

What does this mean for customers?

For customers, this means that they can expect helpful and respectful service from anyone representing Wessex. This shows that customer service is not just seen as the job of call‑centre or complaints teams but extends to anyone representing the company.

Areas of focus

Different areas of the business

There was evidence during the assessment that the join-up between teams (billing/operations/field teams) within Wessex Water is generally strong and works well. However, there were rare occasions when this was not communicated properly to customers and the impression was given that departments were not working in tandem. This can risk diluting customer confidence.

What will Wessex Water be focusing on?

Wessex Water will focus on providing refresher training to discourage unnecessary references to different departments and ensure colleagues provide consistently warm handovers where appropriate. This will help customers to feel reassured and clearly understand how teams are working together on their behalf.

One point of contact wherever possible

CCW saw rare examples of Wessex Water not case managing consistently and different aspects of a complaint being communicated to the customer via separate people/departments. This is understandable when complaints are technical in nature, but risks customers having to have multiple conversations with different people, rather than communicating with one, fully-briefed, point of contact.

What will Wessex Water be focusing on?

Wessex Water will focus on, where possible, providing customers with a single point of contact. If multiple teams/colleagues are involved Wessex will ensure that all information is shared internally so that cohesive responses can be provided externally.

Accurate contact records

During the assessment there was some evidence of customer interactions outside of core channels (field teams, customer visits) not being consistently/fully recorded on the system. This is particularly relevant given the, previously noted, strong customer service element evidenced in operational in-person contact.

What will Wessex Water be focusing on?

The company will focus on ensuring that full records of actions and customer interactions are consistently, clearly and accurately recorded on the system by all parts of the business.

Standard text clarity

During the assessment CCW saw some evidence that the wording of some company communications and standard texts/bouncebacks could be improved to make it clearer when customers should expect a response. Tweaks to existing wording could provide customers with a greater level of clarity and confidence.

What will Wessex Water be focusing on?

Wessex Water will look to adapt and improve some of the standard texts provided to customers. It will provide greater clarity and specificity on timescales for responses and next actions. This should reduce customer uncertainty and the need for further contact prior to the next action date.

Good practice

Customer focus from all staff

During the assessment CCW saw evidence of strong customer service being provided by all members of the South East Water team. This was not just true of traditional customer service roles but extended to water quality scientists and technicians on site.

What does this mean for customers?

South East Water customers should be able to expect the company’s culture to be consistent. This means helpful, friendly and informed service from anyone representing the company, no matter their role.

Training for continuous improvement

During the assessment we saw good evidence of a detailed but clear skills matrix being used to focus South East on having the right people in the right roles and to develop the knowledge, expertise and experience of the complaints team (and wider).

What does this mean for customers?

South East Water customers should be reassured that the company is continuing to build on its customer-focused culture and driving the continuous development of staff. This should mean better, more consistent customer service.

‘Phone First’ approach

During the assessment, we saw strong evidence that South East Water consistently seeks to engage with customers by phone whenever possible and appropriate.

What does this mean for customers?

South East Water’s emphasis on speaking directly with customers about their complaints creates the opportunity to gain a clearer understanding of the issues being experienced and the resolution customers are seeking. This approach should also support swifter resolution of complaints and reduce the amount of effort required from customers.

Listening to customers and taking action

During the assessment CCW discussed South East Water’s use of Customer Satisfaction Surveys to gauge customer sentiment and drive service improvements. It was encouraging to see how customer feedback was making a real difference to the way contacts/complaints are handled.

What does this mean for customers?

Although many companies use surveys, it is not always apparent how the results are used to benefit customers. South East Water’s focus on what it hears from customers should mean areas driving dissatisfaction are addressed proactively.

Areas of focus

Closing on the system too early

During the assessment CCW saw some evidence of complaints being closed prematurely on the system while actions being taken to resolve a complaint were still being carried out. This increases the risk of unnecessary escalations and, although we saw no evidence of it in the cases reviewed, creates the possibility of outstanding actions being missed.

What will South East Water be focusing on?

South East Water will look to ensure complaints are only closed once confident every action has been completed 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.

Resilience and oversight

Over the two days there was evidence of the need for increased focus on open complaint cases to ensure that tasks and contacts are actioned in a timely manner. This is particularly key when advisors are not available or away from the business so that ongoing cases can be picked up and addressed seamlessly.

What will South East Water be focusing on?

South East Water will continue to refine its processes for monitoring currently active cases and ensure that there are no gaps in case handling or customer contact.

A complete picture

During the assessment there were rare examples of a disconnect being present between different parts of the business. This was apparent through missing or unclear file notes from some teams leading to complaint handlers not having a full picture of the case when reviewing complaints or talking to customers.

What will South East Water be focusing on?

South East Water will focus on providing refreshers to all areas of the business on keeping accurate and detailed records of any customer interactions. This should ensure reduced need for customers repeating information or previous conversations.

Timescale and expectation setting

At the assessment CCW saw some examples of customer expectations not being clearly set. Specific timescales for response or next actions were not always given. Equally, we saw rare occasions when timescales were provided but not met.

What will South East Water be focusing on?

South East Water will focus on providing customers with clearer and more specific information about when they will receive a response to their complaint and what will happen next. There will also be a focus on setting timescales that can be met and, where possible, allow advisors to provide customers with a substantive response.

Good practice

Contact options that work

During the assessment CCW saw evidence of strong use of WhatsApp as a customer-friendly contact/complaint channel. This was highlighted by a case that demonstrated effective case handling and a quick resolution. The company’s ability to move between contact channels smoothly was also noted.

What does this mean for customers?

For customers, this means a more convenient and responsive experience. WhatsApp-based complaint handling being of the same quality as phone/email means that those who prefer to use this method receive good service in a way that works for them. Smooth movement between channels also means that, if they need to pick up the phone, they don’t have to repeat themselves, creating a more seamless journey overall.

Quick to act and respond

Over the two days CCW saw evidence of Severn Trent carrying out consistently quick actions for both billing and operational complaints. Equally we saw examples of subsequent responses being issued swiftly, leading to shorter complaint journeys for customers.

What does this mean for customers?

Severn Trent customers should be able to have confidence that any required work will be completed quickly and that they’ll be kept informed throughout. Fast responses also mean any follow‑up issues can be resolved promptly, avoiding unnecessary delays in the customer journey.

Sharing insight and expertise

CCW saw evidence of ‘immersion training’ working really well and being embraced by Severn Trent’s customer service team. This involves contact centre staff spending time within the complaint team to pick up complaint handling expertise and embed this into front-line service.

What does this mean for customers?

This process has the potential to reduce customer effort considerably by educating and empowering agents to address issues, even complex ones, at first point of contact. Customers should experience shorter, more effective, interactions with Severn Trent Water.

Mapping repeat contacts and stepping in

During the assessment we discussed the positive work Severn Trent Water is doing to identify and case manage any customers who may regularly contact or complain to the company.

What does this mean for customers?

This should mean that Severn Trent Water customers receive quicker support, with their issues being managed in context, rather than as isolated contacts. This reduces the need to repeat themselves, shortens resolution times, and leads to a smoother, more joined‑up experience.

Areas of focus

Clear timescales

Some of the cases reviewed during the assessment showed evidence of unclear timescale and expectation setting to customers, both in verbal and written responses.

What will Severn Trent Water be focusing on?

Severn Trent Water will focus on providing customers with clearer and more specific information about when they will receive a response to their complaint and what will happen next. This should reduce uncertainty and cut down on avoidable and unnecessary follow‑up contact.

Clarity of information and wording

During the assessment CCW saw some evidence of ambiguous wording and jargon in Severn Trent Water’s standard texts and transactional communications with customers, which risk creating uncertainty and driving the need for customers to clarify.

What will Severn Trent Water be focusing on?

The company has committed to continue reviewing all customer-facing information and ensure that it is as jargon-free, clear and informative as possible.

Signposting

During the assessment CCW saw some examples of Severn Trent Water customers not being consistently made aware of the complaints process and the next steps open to them to pursue their complaint where appropriate. It is important to be consistently accurate and reassuring regarding the options available to customers.

What will Severn Trent Water be focusing on?

Severn Trent Water will provide refresher training to ensure that case handlers are providing the correct information regarding the next steps of the complaints process, where appropriate offering the company’s complaints leaflet and signposting to the correct organisations when needed.

Good practice

Phone first focus (with follow-ups when needed)

During the assessment CCW saw good evidence of South Staffs and Cambridge (SSC) looking to engage with customers by phone, when appropriate. It was also heartening to see the company following up in writing where needed to provide more detailed responses.

What does this mean for customers?

‘Phone first’ creates the opportunity for SSC to better understand the issues customers are experiencing and the outcomes they are seeking. It should also enable complaints to be resolved more quickly and with less effort from the customer. This being supplemented by a written response, where appropriate, means that customers can be assued that responses and outcomes are clear and documented.

Identifying customers who need help

Over the two days we saw clear examples of SSC’s focus on providing customers with access to, and information about, the Priority Services Register (PSR). The company also indicated a commitment to refining its approach in this area to make it more impactful.

What does this mean for customers?

Customers can be reassured that PSR information will be flagged and discussed where appropriate. SSC’s focus on making sure these conversations are had at the right time and with the right customers, will allow the company to provide proactive, focused support to customers when needed.

Well written and jargon-free responses

Cases reviewed during the assessment showed evidence that SSC is providing both written and verbal communications to customers in a generally clear and jargon-free manner.

What does this mean for customers?

This means customers receive information that is easy to understand, without confusing language or technical jargon. As a result, they are more likely to clearly understand; what is happening with their case, what actions are being taken, and what they may need to do. This should limit customer effort and the need for people to ask follow‑up questions.

Expectation-setting and clear timescales from the start

The assessment provided consistent evidence of high-quality auto-responses being provided to customers from the very first contact. These set customer expectations regarding the next actions the company would take and the timescales within which these would happen.

What does this mean for customers?

Providing high‑quality auto‑responses from the first point of contact gives customers immediate clarity about what will happen next and when. This should reduce uncertainty, build confidence in the process, and reassure customers that their issue is being handled. It also lowers customer effort by preventing unnecessary follow‑up contact.

Areas of focus

Only close when fully resolved

During the assessment we saw some evidence of SSC closing cases on the system prior to all actions being taken to resolve a complaint. Although actions and customer contact continued in the examples we saw, the complaint not being active on the system creates the risk of increased customer effort, administrative confusion and unnecessary escalations.

What will SSC be focusing on?

SSC will strive to only close a complaint on the system when the company is confident that the customer’s concerns have been fully addressed. Customers will either receive a resolution that meets their needs or, if their preferred outcome isn’t possible, a clear final response explaining why. In both cases, SSC will set out the next available steps of the complaints process, ensuring customers understand their options.

Better join-up between departments

Over the two days CCW saw some disconnect in the way the operational and billing departments of SSC were discussed with customers. There were examples of them being referred to as if they were different companies. This risked creating the impression that complaints were not being case managed or addressed cohesively if multiple teams were involved.

What will SSC be focusing on?

SSC will work with its call/complaint handlers to be more consistent in taking a joined-up approach to customer contact, no matter whether the issue is about billing or their water supply. This will help to ensure that customers’ issues are addressed smoothly and efficiently.

Lack of consistent and detailed file notes

During the assessment, there was some evidence that system notes and records of customer contact are not consistent across all parts of the business.

What will SSC be focusing on?

The company has agreed to look at improving QA processes to ensure that complete file notes are recorded as standard. There will also be focus on improving how records from certain contact methods are integrated into the system.

Lapses in call handling

CCW saw some rare examples where SSC’s customer-friendly tone of voice was not reflected during some inbound customer calls. This creates the risk of customers feeling they are not being heard and transactional contacts unnecessarily becoming complaints.

What will SSC be focusing on?

SSC will focus on providing refresher training with call-handlers to ensure a consistent tone of voice across all teams that reflects the company’s customer-focused approach and culture.

Good practice

Excellent call handling

During the assessment CCW heard consistent examples of Northumbrian/Essex & Suffolk Water call handlers providing excellent service to customers during both inbound and outbound conversations. The combination of clear, informed advice being provided and it being communicated in an empathetic, understanding and helpful way meant that the calls reviewed were among the best we’ve heard during assessments.

What does this mean for customers?

Having staff who are; helpful, informed and keen to listen answering and making calls, facilitates being able to get to the root of issues more quickly and means resolutions to complaints are more likely to be reached clearly and amicably.

Warm handovers

Over the two days CCW saw strong examples of warm handovers being provided to Northumbrian/Essex & Suffolk Water customers. This means that at the point a call handler felt the customer’s issue was better handled by someone with more expert knowledge, they passed the customer to that member of staff in real-time.

What does this mean for customers?

The warm handover process means getting people quickly in touch with the right department. It minimises delays, should avoid customers needing to reiterate the history of the complaint and increases the likelihood of the issue being resolved during the call.

Sign-posting and expectation setting

Northumbrian/Essex & Suffolk Water showed examples of cases that provided clear signposting of customers to the next steps available to them and options for escalation where appropriate.
This included expectation setting on how any escalations were likely to be handled.

What does this mean for customers?

This provides clarity of options for escalation and gives customers all the necessary context to both make an informed decision and understand what to expect. It shows genuine customer service, rather than just moving customers onto the next stage of a process.

Closing the loop

During the assessment we saw good examples of the ‘Close the loop’ principle being applied at the end of a complaint. This means that Northumbrian/Essex & Suffolk Water, after providing a written response, contacted the customer some time later to ensure that they had received the response and understood the outcome.

What does this mean for customers?

Customers can be assured that, where appropriate, Northumbrian/Essex & Suffolk Water will take an extra step to reach out to them to make sure that everything has been addressed, without the need for them to make that contact themselves.

Areas of focus

Keeping complaints open

During the assessment CCW saw some evidence of complaints being closed down on the system while case handling is still ongoing, which risks removing useful time triggers/reminders for case management.

What will Northumbrian/Essex & Suffolk Water be focusing on?

Northumbrian/Essex & Suffolk Water will endeavour to only close a complaint on the system when the company is confident that the customer’s concerns have been fully addressed. An open complaint on the system means that there is greater oversight and focus on that case. It means that clear timescales need to be met and signposting carried out at the right point.

Complete responses whenever possible

Related to the above, during the assessment we saw some examples of responses, and supporting information, being sent out in multiple communications instead of as a cohesive response.

What will Northumbrian/Essex & Suffolk Water be focusing on?

Northumbrian/Essex & Suffolk Water will review how and when it can provide all relevant information as part of a cohesive complaint response, wherever possible.

A full, final response to all elements of a complaint is preferable to several responses being issued at different times, risking outcomes and actions being unclear.

Live quality and assurance checks

During the assessment we saw some evidence of Quality Assurance gaps (typos, grammatical errors) within outbound written contact. Although these did not have a material effect on the information being provided, they were avoidable.

What will Northumbrian/Essex & Suffolk Water be focusing on?

Northumbrian/Essex & Suffolk Water will continue to focus on carrying out quality checks during case handling and prior to responses being issued. This will be weighted equally with retrospective checks. Reminders will be given to agents on proofreading all outbound correspondence.

Making written contact consistent

CCW saw evidence that the structure of Northumbrian/Essex & Suffolk Water’s outbound contact is often of a good standard. However, we also saw some examples of written responses not being consistently structured in an easy-to-read manner. Although generally Northumbrian/Essex & Suffolk Water’s written contact is customer friendly, there were rare examples where the company’s tone of voice was not reflected.

What will Northumbrian/Essex & Suffolk Water be focusing on?

The company will look at improving consistency to ensure all written responses are presented in an easy-to-read format and structure and reflect the company’s tone of voice.

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.

Good practice

Debt collection agency vulnerability specialist

United Utilities has a vulnerability specialist service with one of the debt collection agencies it uses. This service is for the company’s highest priority, priority service registered customers and is tailored to provide specialist support.

What does this mean for customers?

Debt recovery can be a fear-inducing process, especially when customers may be experiencing health concerns. Having a specialised debt collection agency for high priority, priority service registered customers means that those who are most vulnerable are approached with consideration for any additional needs they may have.

Proactitve Payment Matching

Payment matching is where a water company will match the amount a customer pays, as long as they make regular payments.

Proactive payment matching is being used where customers are not engaging but are making payments that can be matched, therefore reducing their arrears proactively.

What does this mean for customers?

For some customers, getting in touch with their water company when they know they are in arrears can be too overwhelming. UU applying payment matching pro-actively means that even when it has not heard from customers who need support, the company is still providing financial support to positively impact their arrears.

Perseverance with customers who are not engaging

During the assessment, several cases showed United Utilities persevering where customers who were not engaging, could benefit from support (repeatedly, proactively adding customers to support schemes etc despite non-engagement).

What does this mean for customers?

This means that when UU is aware that a customer could benefit from support, the company will try everything it can to make sure that the person receives this, even if they do not engage. UU is doing a lot of work around pro-actively adding customers to support schemes.

Early Intervention

United Utilities carry out early intervention support based on credit reference data. This helps it support customers who were previously not struggling but whose credit data indicates they may be moving into that group.

What does this mean for customers?

For customers, early intervention support means that UU has processes in place to make sure that someone knows what support is available to them at the first indication that they may be struggling –  therefore reducing the risk of building arrears. We know that a growing number of households are facing financial difficulties, some who may not have needed support previously and may not be aware of what is available.

Areas of focus

Conditional Payment Plans

Review conditional payment plan use. Conditional payment plans are arrangements (including direct debit plans) set to only commence once an initial payment is made. These are used when a customer may have had several failed payment plans previously. We saw an example of a conditional payment plan being put into place for a customer who wanted to set up a direct debit but could not make a payment at the time of the call. The customer did not engage regularly but was asked to call back at a later date to make the initial payment. This did not happen which meant the agreed direct debit plan did not start.

What will United Utilities be focusing on?

UU has agreed to review the conditional payment process and provide the necessary training/coaching to ensure that they are used in the correct/relevant circumstances.

Affordability Support

One case/call missed the opportunity to offer support at the first indicator of affordability issues. There were several indicators during the call. All other calls in the assessment offered appropriate affordability support.

What will United Utilities be focusing on?

UU has agreed to offer the necessary training/coaching to ensure that advisors act upon affordability indicators.

Priority Services Register

On one case/call the Priority Services Register (PSR) was not discussed with a customer after they disclosed receiving disability benefits. This could have potentially changed the debt strategy used with this customer. All other calls offered priority services support where appropriate.

What will United Utilities be focusing on?

UU has agreed to offer the necessary training/coaching to ensure that advisors act upon priority service need indicators.

Outbound dialler review

In several cases the outbound dialler could not connect the customer to an agent once they answered as no-one was available to then speak to the customer. This has the potential to reduce a customer’s willingness to engage and is a missed opportunity given the customer had answered.

What will United Utilities be focusing on?

CCW recommends that UU work towards eliminating dialler calls that do not get connected to an agent.

UU has agreed to review the dialler process to reduce dialler calls that do not get connected to an agent.

Good practice

Increased flexibility for customers

Following the introduction of a new billing system, Severn Trent Water is able to offer more payment plan frequencies meaning the company has increased flexibility for its customers. Severn Trent Water highlighted during the assessment that it is seeing more customers wanting to pay when they can.

What does this mean for customers?

Additional flexibility in the way/frequency in which they pay means that customers who are balancing their finances have some additional space to pay when they can and avoid falling into a debt recovery process and therefore impacting their credit report.

Proactive Payment Plans

Severn Trent Water is using pro-active payment plan setting to support customers in making regular payments. An example of this is where a customer’s account went to a debt collection agency for non-payment. The customer then set up a payment plan and paid regularly. When the balance was cleared with the debt collection agency and returned to Severn Trent Water, it set up a proactive payment plan that mirrored the debt collection agency payment plan. Another example of this is where a customer is making sporadic payments. Severn Trent Water will send a proactive payment plan that mirrors the customers payments to support the customer to prevent them going into the debt recovery processes.

What does this mean for customers?

Proactive payment plans support customers by reducing the effort they need to put in to keep their payments up to date. In the example of the debt collection agency, the proactive payment plan gave the customer consistency and continuity of service. Proactive payment plans can also support customers who fear or struggle to get in touch and can provide customers with smaller regular and possibly manageable payments, rather than being asked to pay a bill in full which can be intimidating.

Case reviews before litigation

Severn Trent Water has a team that individually checks all accounts before going to litigation to ensure everything is correct and it is the appropriate course of action based on the customer’s circumstances.

What does this mean for customers?

This means that all care and consideration is taken before proceeding to a county court claim to make sure that is suitable for the customer. This also provides an opportunity to identify if there are any affordability concerns and take action.

Clear communication of bills

When sending out a new bill, if a customer has previous arrears, they will receive an additional letter with the bill explaining their arrears.

What does this mean for customers?

Customers have a clear view of what is owed from previous billing periods and what their new bill is. Often, bills in general simply show a balance brought forward and new charges all on the same document.  However Severn Trent Water provides a clear distinction, and full explanation of the separate arrears.

Areas of focus

Add a ‘Struggling to pay’ section to payment plan cancellation letters

We recommend that Severn Trent Water add a ‘struggling to pay’ section to its payment plan cancellation letters.

What will Severn Trent water be focusing on?

Severn Trent Water has agreed to review the payment plan cancellation letters to include ‘struggling to pay’ information. In its debt recovery correspondence, ‘struggling to pay’ information is present and prominent with the payment plan cancellation letter being the only one that does not have this on.

Add credit reference agency reporting information to late payment letters

We recommend that Severn Trent Water add information about late payment credit reference agency markers on its first late payment letters to make the customer aware of the consequences of late payment. On subsequent letters all relevant information is present.

What will Severn Trent Water be focusing on?

Severn Trent Water has agreed to review its first late payment letter to include credit reference agency information. This will give customers knowledge on how the company shares data with credit reference agencies at the earliest opportunity and give people greater opportunity to address their situation before any credit markers are added to their credit report.

Ease of access to Social Tariffs

The current processes for offering the Big Difference Scheme (social tariff) are that Severn Trent Water and debt collection advisors can send customers an application form, or in limited circumstances can refer people for a telephone application which is completed by an external agency. CCW would recommend that the application process be made as simple as possible for all customers.

What will Severn Trent Water be focusing on?

Severn Trent Water has said it is in the process of reviewing the process for offering customers the Big Difference Scheme, with the journey of the customer in mind.

Increase the amount of information about ‘struggling to pay’ to a debt collection agency letter

We recommend that more detailed affordability information is included in the letter issued by one of the debt collection agencies that Severn Trent Water uses. The company uses several debt collection agencies. We recommend that the information on affordability is aligned across all.

What will Severn Trent Water be focusing on?

Severn Trent Water has agreed to review the welcome letter for the identified debt collection agency to align the affordability information with the other agencies used.

Good practice

Clear advertisement of affordability support

Affinity Water bills have sections advertising the support available on three different sections of the bill. Importantly it is advertised on the first page, but it is then also advertised on an eye-catching, large print information sheet, and then also has a detailed section towards the end of the bill.

What does this mean for customers?

This means there is a higher likelihood of customers becoming aware of the affordability support that is available from the information available on their bills. Raising awareness of available support is more important than ever so maximising opportunities to do this is essential.

Home visits

Affinity Water has home visits as part of its collections process which is delivered by a debt collection agency. When carrying out one of these visits, the agent is required to follow an Affinity Water visit form which ensures a holistic approach to the visit ensuring all information about affordability is given and information is collected to assess eligibility for a social tariff. It also covers saving money via meter options, income maximisation etc.

What does this mean for customers?

This means that, where customers who are in debt are visited, they will receive a holistic service that covers not only discussions about the debt, but also ways in which the customer can access support. This includes the staff member assessing if the customer can save on ongoing bills by switching to a water meter.

Seeking industry advice and support

Prior to launching the credit reference agency reporting, Affinity Water sought advice from the industry and was able to gain material and resources to support them through the process. Although credit reference agency reporting had an impact on complaint numbers, Affinity Water was able to use the experiences of others in the industry to improve/enhance the implementation.

What does this mean for customers?

Credit reference agency reporting can be a concern for customers, especially those facing debt and affordability issues. It is important that lessons are learned and shared throughout the industry to ensure that the impact on customers has been carefully considered and influences the implementation process.

Vulnerability is ISO standard

Affinity Water are ISO standard 22458 (Customer vulnerability) accredited. This is an international standard that provides guidelines for organisations to design and deliver inclusive services aimed at supporting vulnerable consumers and minimizing the risk of harm. To be able to be accredited, Affinity Water also has to ensure that all third-party agencies that work with its customers, also comply.

What does this mean for customers?

This is particularly important for vulnerable customers in debt. When in the debt recovery process and being referred on to a third party (such as a debt collection agency), they will receive the same level of support and consideration for their needs. The third-party agencies will also be able to provide another opportunity/route to identify customers who need additional support who have not yet accessed support.

Areas of focus

Metering information on bills

CCW recommends that Affinity Water include water meter information on it’s bills for customers who are not on a meter. While the affordability information is covered on the bills, savings that could be made by opting for a meter are also an essential part of affordability support.

What will Affinity Water be focusing on?

Affinity water have agreed to add metering information on the bills for its unmeasured water customers to raise awareness of the possible savings that could be made by switching to a water meter.

Contact Information on bills

Within the bills, there is an eye-catching page advertising several pieces of information, including affordability support. CCW recommends that Affinity Water include contact numbers relating to each piece of information as it currently doesn’t indicate how to find out more/follow up.

What will Affinity Water be focusing on?

Affinity Water has agreed to add the contact numbers to this part of its bills to make it easy for customers to make contact via the correct teams, should they need find out more information.

Recovery letters

CCW recommends that Affinity Water review debt recovery letters and include dates for when the next action will take place. The ‘next steps’/’consequences’ are covered well within the letters, however, adding dates helps to set customer expectations and improve the journey.

What will Affinity Water be focusing on?

Affinity Water has agreed to carry out a review of its debt recovery letters to ensure that throughout the debt recovery process, customers have clear information/expectations at every stage of recovery.

Home visits review

CCW recommends Affinity Water consider having home visits earlier in the recovery process as it is currently at a later stage in the process. As set out in the good practice point, the visits are holistic and cover affordability support so may better benefit customers if they were done sooner.

What will Affinity Water be focusing on?

Affinity Water has agreed to consider having home visits earlier in the debt recovery process.

Good practice

One and done approach

Thames Water has a ‘one and done’ approach to assessing a customer for financial support and applying that support on the customer’s account when financial difficulty is identified during a call.

What does this mean for customers?

The process of applying for a social tariff could be perceived as a difficult or lenthy one for those who are not aware of the process. The benefit of completing the application over the phone and being able to apply the tariff there and then if the customer qualifies, means that the customer effort is reduced and Thames Water is maximising the contact. This is especially beneficial for those who are struggling but don’t make contact often.

Priority Services alerts

The system used by advisors has a pop up when they open an account for a Priority Service Register (PSR) customer, allowing them to take this into consideration when handling the call.

What does this mean for customers?

Automatic alerting of a PSR need allows the advisor 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 advisor to tailor the service depending on the customer needs. Regular checks on PSR data will also ensure that Thames Water has up to date information for its customers.

Proactive customer support

Thames Water uses credit reference agency data to better understand customer affordability and identify customers who may be struggling financially. This has resulted in it pro-actively applying financial support to those who would qualify, even where they are not actively engaging with Thames Water.

What does this mean for customers?

This means that customers who need support, particularly those who are not engaging, are still getting financial support. For some, engagement can be difficult when they are struggling financially and know that they are in debt with their water company. Pro-actively applying financial support for these customers has the potential to trigger further engagement.

Vulnerability ISO standard

Thames Water are ISO standard 22458 (Customer vulnerability) accredited. This is an international standard that provides guidelines for organisations to design and deliver inclusive services aimed at supporting vulnerable consumers and minimising the risk of harm. To be able to be accredited, Thames Water also has to ensure that all third-party agencies that work with its customers, also comply.

What does this mean for customers?

This is particularly important for vulnerable customers in debt. When in the debt recovery process and being referred on to a third party (such as a debt collection agency), they will receive the same level of support and consideration for their needs. The third-party agencies will also be able to provide another opportunity/route to identify customers who need additional support who have not yet accessed support.

Areas of focus

Affordability information on bills

Whilst the information is on the bill on two different pages, this is limited to how to get in touch if customers are struggling. It would be beneficial to have details about the schemes offered so customers have awareness of what is available.

What will Thames Water be focusing on?

Thames Water has stated that it is currently completing a full review of the information on its bills. CCW recommends that, within this review, a review of the affordability information is completed.

Predicted usage information on bills

On measured bills, Thames Water has a part that is intended to tell a customer how much their bill is predicted to be for the year, however, it says ‘you need to pay £..’. CCW recommends that it is made clear that this is predicted charges and not due now.

What will Thames Water be focusing on?

Thames Water has stated that it is currently completing a full review of the information on its bills. CCW recommends that, within this review, a review of the predicted usage information is completed.

Meter option information

During the assessment we saw that unmeasured bills did not contain meter options and potential savings information, and during a call, the information given was limited.

What will Thames Water be focusing on?

Thames Water has stated that it is currently completing a full review of the information on its bills. CCW recommends that, within this review, a review of the meter option information is completed. It is important that customers are given enough information to enable them to make an informed decision about if they would like to apply for a meter.

Call quality review

During case assessments, a selection of calls were listened to. Calls listened to did not included all necessary information. Although useful information was present on all calls, the nature of this was not consistent. We heard missed opportunities to provide clear explanations of bills, set customer expectations and act on affordability triggers.

What will Thames Water be focusing on?

Thames Water have stated that it is currently in the process of reviewing the full customer journey. CCW have recommended that, within this review, the quality of calls is reviewed with the assessment finding in mind.