Setting the scene
We have placed customers at the heart of the planning process in formulating our proposals for the period from 2010 to 2015.
We have held our biggest-ever programme of public consultations, talking to over 500 customers as well as MPs, councils, businesses and a range of local organisations. We have also asked people how much they would pay for a range of improvements. Their views have all played a part in the drafting of our proposals.
The factors we most consider
In addition to customers' views, we must address a range of challenges we face in our region. We need to take into account an expected increase of about 380,000 people in the population we serve, alongside the challenges that climate change will bring.
Other factors include the age and condition of our mains and sewers and the strict environmental standards which dictate the quality of treated effluent we return to local watercourses.
Our plans must also respond to new legislation, varying costs and the changes competition could bring in the water industry.
Additional considerations include the recommendations of the Pitt Review, a government-commissioned study which looked at how to protect key sites from flooding.
Our recent performance
Thames Water was acquired by the Kemble Water consortium in December 2006, and the new management has since introduced a 'back to basics' approach, which has seen our best-ever performance in a number of areas.
We have hit our challenging leakage target for two years running, achieved our best-ever quality results for drinking water and set a new high for the quality of treated effluent we discharge to the region's rivers.
We intend to maintain our improved performance, forming a solid basis for achieving the targets set out in our five-year plan.
Investment and efficiency
In developing our proposals, we need to address a legacy of relatively low investment. We have begun to tackle this through work to replace our oldest and leakiest mains, mainly in London, where leakage is highest. We aim to continue this process, focusing particularly on the maintenance of our pipes, sewers and treatment works.
At the same time, we want to remain one of the most efficient businesses in the water industry, achieving savings so that bills are no higher than they need to be.
We intend to invest £6.5 billion in 2010 to 2015, and will require a further £3.0 billion to fund our day-to-day operations.
We believe our proposals strike the right balance between our desire to maintain and improve services, our customers' willingness to pay for such work and an assessment of the affordability of our plans.
