New HR team at helm as benefits of Scottish Water formation become clear

A new team is taking over at the helm of human resources at Scottish Water as the only publicly owned water company in the UK enters a new phase in its development.

It is three years since Scottish Water was formed and the benefits are becoming clear for all to see.

Scottish Water is now running the water industry in Scotland for 1million less each week than it was under the three previous authorities.

Andrew Walker, head of human resources at Scottish Water, said: ìWe are now delivering a better service at less cost to our customersî

Andrew now heads up a new revitalised human resources department determined to take the business onto a new level. Reporting directly to Mark Adderley, Human Resources and Business Services Director, the department has been heavily involved during the last three years in helping to transform the water industry in Scotland and making the business more efficient.

By bringing together a number of support functions Scottish Water is creating an engine to support the ongoing transformation of the business. Mark Adderley said that by ìcombining IT, HR, Health and Safety, Laboratories, Legal, Facilities Management and Change Management together, we are creating centres of expertise in service, change and compliance to drive change across the whole of the business. It is about enabling the rest of the business to deliver their strategies in the most efficient and competitive wayî.

ìThe management structures are being rationalised in the same way as the rest of the business. The total management population has reduced from 300 to 150, and directors from 18 to 5 over three years. We continue to look at the optimum structures to deliver for the Scottish customers and community.î

Andrew Walker explains the key challenges for HR: ìWe have been able to make that transformation in the last three years only because of a unique partnership between our employees, trades unions and Scottish Water. We have been able to achieve a more streamlined and efficient organisation to take the business forward and build one of the best public service companies in the UK.î
When Scottish Water was formed in April 2002 there was 5,600 staff. By the end of March 2005 staff numbers have been reduced to 3,800.

Andrew Walker explains: ìThis was a natural progression for a company which was once three very different organisations in the west, east and the north. It meant we had three of everything: three call centres, three laboratories. We had different processes, we had all sorts of boundaries and more than 300 IT systems.

ìAll the job losses have been through natural wastage or under a voluntary scheme. The key was working closely with union representatives and ensuring that no one was allowed to leave until we were confident that the departure would not be detrimental to the running of the business. We believe we have retained enough experience of the industry in Scotland to effectively grow and develop as a leaner organisation.î

Now the emphasis is moving towards elevating the business to a new level.

Andrew Walker explains: ìWe have started the process of creating a performance culture during the last three years. Now we have to work to embed that culture. We are continuing to change behaviours, engage our staff to live the values of the organisation that will bring benefits to our five million customers.

ìWe have strong leadership role models within the business and we want to develop even more leaders from within.î