Southern Water

Background and Context

Southern Water operates across a region characterised by rapid population growth, ageing infrastructure, and increasing public concern around water quality and environmental accountability. These pressures have made the company a frequent subject of public scrutiny, particularly from local councils. In late 2023, Southern Water received a surge of invitations to attend scrutiny committee sessions. Many of these sessions were framed as opportunities for councillors to air grievances, often placing sole responsibility on Southern Water for issues such as bathing water quality, flooding, and service failures. This approach risked becoming unsustainable, both in terms of the time required to respond to requests and the reputational damage caused by repeated, adversarial encounters.

Recognising the importance of scrutiny as a legitimate accountability mechanism, Southern Water partnered with the Centre for Governance and Scrutiny (CfGS) to explore how engagement with councils could be improved. The aim was not to avoid scrutiny, but to reshape it into a more constructive and collaborative process that would allow for shared responsibility, clearer focus, and ultimately better outcomes for communities.

Challenges and Opportunities

The main challenge faced at the outset was the sheer volume and intensity of scrutiny invitations. Committees often operated as forums for grievances rather than spaces for evidence-based debate. This dynamic left Southern Water exposed to public criticism without the opportunity to explain the complexities of water and environmental management, which involves multiple agencies and layers of governance. In addition, the company faced reputational risks from any repeat service failures, particularly when promises to improve had been made publicly.

At the same time, there were opportunities to build stronger and more trusting relationships with councils. By engaging openly and regularly, Southern Water could help councillors understand the multi-agency nature of environmental issues, encourage a more balanced approach to scrutiny, and demonstrate leadership in transparency. Anticipated changes in local governance, including the emergence of combined authorities and mayoral scrutiny, also present an opportunity to prepare for more strategic and robust forms of accountability in the future.

Initiatives and Actions Taken

In response to these challenges, Southern Water introduced a number of practical measures. The company began by reframing the purpose of scrutiny itself. Instead of simply attending meetings to respond to lengthy lists of grievances, the company worked with councils to narrow the focus of sessions to specific topics and to ensure that other relevant agencies, such as the Environment Agency, were also present. This helped share accountability more fairly and made discussions more meaningful.

To sustain engagement, Southern Water introduced quarterly council updates. These provided a consistent rhythm of communication and gave councillors a baseline of information to draw on, reducing the risk of misunderstandings or surprises. Officer-level relationships were also strengthened, particularly with Democratic Services Officers and communications teams, who played a crucial role in shaping agendas and keeping scrutiny sessions constructive.

Beyond formal council structures, Southern Water also established a new pan-regional Customer Scrutiny Panel. This forum meets regularly, with sessions recorded and live-streamed, demonstrating the company’s willingness to be open and accountable to a wider audience. At the same time, Southern Water invested in building closer relationships with local media outlets, leading to more nuanced and balanced reporting on complex issues such as water scarcity, leakage, and bathing water quality.

Outcomes and Impact

These efforts have resulted in a noticeable shift in both tone and impact. Scrutiny sessions have become more constructive, with committees better informed and less adversarial. Councillors themselves have reflected that the process feels more collaborative and accountable, with stronger lines of trust beginning to emerge between Southern Water and local authorities. The involvement of other agencies has helped to spread responsibility more appropriately, moving public and political debate away from the idea that Southern Water alone was responsible for every local water-related issue.

“We’ve become much more focused on what scrutiny actually means. It can’t just be a soapbox moment where people stand up and shout at us—it has to be about specific subjects, with the right agencies at the table,” says Steve Court, Senior Stakeholder Engagement Manager.

In the media, coverage has also become more balanced. While some political voices continued to adopt a critical stance, particularly MPs seeking headlines, local outlets increasingly recognised the complexity of the issues and reported them more fairly. Importantly, Southern Water itself grew more confident in engaging directly with scrutiny, seeing it less as a threat and more as a platform to demonstrate transparency and improve mutual understanding.

Top tips

Several lessons stand out from this experience.

• First, it is better to say “yes” to scrutiny than to avoid it, but on clear terms that ensure the right topics are covered and the right stakeholders are present.
• Second, officer-level relationships are invaluable: Democratic Services Officers and council communications staff can help manage scrutiny agendas and keep sessions productive.
• Third, maintaining a regular “drumbeat” of engagement, such as quarterly updates, helps build trust and avoid last-minute surprises. Finally, openness – for example, admitting when answers are not available – builds credibility over time.

Future Directions

Looking ahead, Southern Water recognises that the governance landscape will continue to evolve. The rise of combined authorities and mayoral scrutiny will bring new and more strategic forms of accountability, requiring further adaptation. Regular turnover among councillors also means that continuous engagement and induction will be necessary to maintain understanding and trust.

The company also anticipates that hyperlocal voices, such as parish and town councils, will become increasingly influential, particularly on issues like flooding and service quality. While these bodies may not have the same formal scrutiny powers, their ability to shape public debate is growing. Southern Water intends to remain alert to these dynamics and to continue building relationships at every level.

Finally, initiatives such as the Customer Scrutiny Panel will continue to be developed, both as a signal of transparency and as a tool for building public confidence. Sustaining these improvements will require embedding the lessons learned into the company’s wider culture and ensuring that accountability and openness remain central to its engagement strategy.

George Eykyn, Director of Corporate Affairs at Souther Water summarises:

“It feels uncomfortable and risky at the start, but initiatives like the Customer Scrutiny Panel will help put us at the front of the pack for transparency and disclosure.”