ABSTRACT
Water resource management in the UK is multifaceted, with a complexity of issues arising from acute and chronic stressors. Below average rainfall in spring 2020 coincided with large-scale changes to domestic water consumption patterns, arising from the first UK-wide COVID-19 lockdown, resulting in increased pressure on nationwide resources. A sector wide survey, semi-structured interviews with sector executives, meteorological data, water resource management plans and market information were used to evaluate the impact of acute and chronic threats on water demand in the UK, and how resilience to both can be increased. The COVID-19 pandemic was a particularly acute threat: water demand increased across the country, it was unpredictable and hard to forecast, and compounding this, below average rainfall resulted in some areas having to tanker in water to ‘top up’ the network. This occurred in regions of the UK that are ‘water stressed’ as well as those that are not. We therefore propose a need to look beyond ‘design droughts’ and ‘dry weather average demand’ to characterise the management and resilience of future water resources. As a sector, we can learn from this acute threat and administer a more integrated approach, combining action on the social value of water, the implementation of water trading and the development of nationwide multi-sectoral resilience plans to better respond to short and long-term disruptors.
ABSTRACT
The unprecedented scale and impact of the COVID-19 pandemic have required organizations to adapt all facets of their operations. The impact on the UK water sector extends beyond engineering and treatment processes, with social, economic and environmental consequences. Semi-structured interviews were conducted with executives from 10 UK water companies to investigate the organizational response to the pandemic, and how their response impacted operational delivery. The Safe and SuRe framework was used to structure interview questions and analysis. Emergent themes of changes to customer behaviour, changes to operational practices and industry collaboration were mapped onto the framework and a ripple effect map developed. Lessons learnt highlight a failure to adequately prepare for the scale of the threat, the success of sector-level collaboration and a need to embrace new ways of working.
ABSTRACT
The COVID-19 pandemic led to drastically altered working practices. During the UK lockdown, a questionnaire was distributed to water professionals to understand their experiences and perceptions of organisational response. Findings were evaluated on the measures of mitigation, adaptation, coping and learning. Employees' perceived there were adequate procedures to mitigate a threat, partly due to preparations for Brexit. Participants quickly adapted, with eighty-four percent working from home. Coping was experienced at an individual and sector level. IT issues and care responsibilities made it harder for individuals to cope, but good communication and signposting of support helped. Eighty percent felt able to continue their usual role, implying coping mechanisms were effective. At the sector level, coping involved the ability to meet an increased water demand with a remote workforce. Lessons learned highlight the importance of communication and collaboration. Future crisis plans should prepare for prolonged crises of international magnitude and multiple threats.