Martin Kane, BSc, C.Eng, C.Env, MICE, MCIWEM, FIWO. Director of Customer Relations Severn Trent Water

1. Martin Kane, BSc, C.Eng, C.Env, MICE, MCIWEM, FIWO. Director of Customer Relations Severn Trent Water

3. What happened? Unprecedented rainfall over Severn and Avon catchments River levels in Tewkesbury higher than ever seen before Utility infrastructure inundated Controlled shut down of Mythe WTW Water supplies switch to tankers, bowsers and bottled water Biggest Operation ever undertaken by a UK Utility Company (by some distance!!)

6. Transport Infrastructure:

7. Castlemead, (Central Networks)

8. Mythe WTW, (STW)

9. Operation Outlook Instigated Chief Constable Gold Team Strategic Intentions: Preserve life Provide for the safety and reassurance of the public Minimise damage to property Minimise disruption and alleviate distress Restore normality

10. Alternative supplies - bowsers Distribution hub at Staverton Airport More than 150 tankers operating at any single point in time Around 1,500 bowsers mobilised Largest number ever used in a single incident in the UK Bowsers on loan from other companies Initial problems in meeting high demand Average three fills a day

11. 24 Hour Team, Staverton Airfieldtanker and bowser operation

12. Bowser deployment in the community

13. Alternative supplies:bottled water hub � Cheltenham Racecourse

14. Alternative supplies : bottled water local distribution site

15. Time Line Friday 20 July Unprecedented levels of rainfall. Major incident declared and Gold formed under Police co-ordination (STW not involved at this stage) STW issues emergency weather warning to works managers, triggering the normal operational response Sewage incident room opened to manage and respond to flooding Over 300 Sewage Pumping Station wet well alarms received in Gloucestershire Saturday 21 July Flooding throughout Gloucestershire EA predictions suggest Mythe will not flood However, flood preparations at Mythe as river levels rise Sunday 22 July Mythe WTW flooded � controlled shutdown commences (0145hrs) and site evacuated (0600hrs) Tankering and sourcing/deployment of bowsers commences, together with preparations for return to site Customer website fails: returned to service in the evening Walham and Castlemead electricity stations also under threat STW join Gold Command

16. Time Line Monday 23 July 70,000 properties without mains water - a further 70,000 properties under threat 250 bowsers deployed 150,000 litres of bottled water distributed via Tesco�s and Sainsbury�s 23 Sewage Pumping Stations not working due to power failure or flooding Castlemead power sub station fails. Tuesday 24 July 140,000 properties without water Flood levels receding � partial access to Mythe regained 400 bowsers deployed 3 million bottles of water sourced per day for deployment 27 Sewage Pumping Stations not working due to power failure or flooding Walham stable and cautiously optimistic Castlemead Power sub station restored

17. Time Line Wednesday 25 July Full access to Mythe regained - restoration work commences 900 bowsers deployed 4 million litres of bottled water sourced per day for deployment 21 Sewage Pumping Stations and 1 Sewage Treatment Works not working Chief Superintendent into STW HQ to assist with Command and Control Reinforcement of flood defences at Walham agreed through use of hesco bastions Saturday 28 July Plant checks and repairs complete at Mythe Mythe starts pumping operations and commences filling service reservoirs Severe weather and flood warnings for area early evening and overnight 1,500 bowsers deployed, 300 damaged Bowser fill rate of 3 times per day being achieved Bottled water stocks maintained to meet demand Suspension of 65 hour working restrictions within STW STW donates �50,000 to Gloucestershire Flood Appeal Walham defence complete. Sunday 29 July Semi permanent flood defences at Mythe primarily complete (minor additional bolstering work required) Level of bowsers (net of damaged bowsers) maintained at approx. 1,200 Refill rate of 3 times per day being achieved Bottled water stocks maintained to meet demand 3 Sewage Pumping Stations not working

18. Mythe WTW

19. Mythe WTW Semi-permanent barrier around Mythe built with Military support � in place by 29 July,1km long built in c.24 hours. ( Would normally take 2 years to do a project like this!!)

21. Time Line Thursday 2 August All properties reconnected (�do not drink�) by 0545hrs Water still available from bowsers and through bottled supplies Friday 3 August All areas given �boil water� notice Quality sampling programme ongoing to enable move to �safe to drink� Monday 6 August Full automatic control of Mythe WTW regained Tuesday 7 August Customers given �safe to drink� notice Wednesday 8 August STW says thanks to the community and announces �3.5m donation to assist affected communities in recovering from the incident Cost of incident estimated at �25-35 million, offset by insurance of between �10-20 million 17-20 September Customer drop in events - Gloucestershire

22. Contingency � Crisis Management

23. Gold Command:The Daily Routine for STW(once we had got our act together) 06.00 STW Chief Exec. led conference call, (I had to chase the notes of these sessions most days in order to be able to prepare briefing paper for Gold). Reviewed yesterday, detailed plan for today, view forward for emerging issues, prepare briefing paper 09.00 Brief Gold Command team Review plan following Gold input 11.00 COBRA teleconference 11.00 Prepare script for media briefing 12.00 Media briefing, live to air BBC News 24, SKY and local TV and radio. 13.00 Do one off media interviews 9tv and radio) , typically 2 or 3 each day 15.00 STW Conference call 15.30 Prepare briefing note for Gold 16.00 Gold team review and re plan as necessary As well as coordinating information requests and action requests from all other parties at Gold and dealing with requests from STW for Gold assistance. Shift pattern of 02.00 to 14.00, with 30 min handover with Director leading media input at 12.00 each day

24. Summarising: Observations around Gold Team STW arrived 2 days after most others As a Cat 2 responder we had not been involved with many emergency planning exercises, and had never been at the centre of one!! LRF was not known to us, we did not know anybody from the other agencies, but they all seemed to know each other. The ability to build relationships quickly is critical. Technical proficiency builds confidence. We did not know what was expected of us in terms of manpower, level of seniority and how this aligned with our own emergency response plans We had great difficulty getting information from STW in the first few days (eg. 2 days to get DMA plans and then they did not match the DMA schedules, late delivery of notes from the morning briefings which put pressure on the delivery of the briefing for Gold meetings, failing to provide tankered water to Police HQ when requested, slow response to requests for information or actions following Gold meetings�.) We had little understanding of the information requirements of Gold Command (or COBRA) We did not understand Silver at all at the beginning Gold has a media cell and there was a feeling that we always wanted to do our own thing and did not willingly participate in the wider briefing to all residents It is a high pressure environment with visits from Government Ministers, local MP�s, County and District council Chief Execs. each with their own agenda, which was not always obvious. We learned how to operate in this environment by day 3 and were effective from then on

25. Differences between a PLc and others at Gold Duties of Directors eg. H&S Disclosure rules to Stock exchange Corporate Governance Corporate Responsibility Relationships with all stakeholders and act with best interests of them in mind Ethical standards and behaviours Perception that we had unlimited amounts of cash and nobody else had any money!!

26. Severn Trent Water Services Team.Enhanced Resilience and Contingency Planning:

27. Defence Flood risk assessments at 65 water and over 400 waste sites Temporary defences installed at 4 sites Further measures included in next investment period for regulator approval

29. Contingency:Crisis Management External multi-agency training CMT desktop exercise Reissue of CMT manual New multi-agency handbook produced

30. Tactical response improvements Currently undertaking �1.5 million investment programme including 10 new rigid tankers Delivery tankers some with tap bars 600 new bowsers Modifications to 300 existing bowsers Logistics support contract using hub and spoke concept Invocation packs Improvements to depot sites Bottled water supply contracts All documentation on Networked PC�s for rapid and consistent deployment

31. And bowser deployment plans for each area Pre-planned bowser locations 1 bowser for every 330 people, 80% of the population should be within 300metres of bowser location Risk assessed & agreed with stakeholders Safe and accessible for public Logistically accessible Activity plans in place chlorination, fill, primary movement Drawings of physical site set up. Management controls, traffic volume controls

32. And bottled water distribution plans for each area Strategic storage locations and volumes Designated suppliers supplier database: availability, flexible contracts secured, prices, exceptions Assessed hand out locations within 2.5 miles of every customer in an urban area and 10 miles of every customer in a rural area Inbound plan Time schedules (plan for no holding facility � straight to customer distribution locations) Empty pallet control plan Site infrastructure plan Operators : link with Local Authorities as distributors , Signs and barriers , Lighting , Traffic control, Security Home delivery schedules

33. Strategic Issue : Resilience of our Network Context The flooding incident in Gloucestershire highlighted that we have inherent risks built into our network that are no longer acceptable to our customers The frequency and intensity of rainfall is impacting on the resilience of our assets SDS Position We identified the need to improve the resilience of our strategic network to reduce the risk of customers losing water supply DBP Proposal To reduce the risk of pops >20,000 being reliant on a single piped supply To reduce likelihood of failure by protecting WTWs at risk of flooding from a 1 in 200 year event To reduce likelihood of failure by removing single points of failure from our critical sites To reduce likelihood of failure by providing resilient power supplies To reduce the risk of pops. > 20,000 being reliant on a single source of water

34. Strategic Issue: Sewerage Service Context Nuisance � general reduction in public tolerance of odour nuisance Resilience � Greater expectations to protect service position during more extreme events post Gloucester 2007 SDS Position We need to increase the resilience of our assets to cope with greater extremes of weather driven through climate change. We will aim to eliminate the potential for odour to be a significant nuisance. DBP Proposal Nuisance � deliver a proactive programme to address existing and areas of likely complaints in line with the DEFRA code of practice. Resilience � reduce the risk of major pollutions caused by flooding, fire and power failure

35. Response plans have been developed for all identified critical Water Treatment sites. Interim flood defence measures have been installed at sites with a potential to flood. Network reinforcement schemes are being promoted to eliminate the risk due to single points of failure in our infrastructure. This was a significant part of our PRO9 Business Plan which our customers supported and we hoped our Regulator will support. Reality, substantial support, however some items not supported due to low returns on cost benefit analysis. As a Cat. 2 responder we need to be included in a wider range of LRF activity to gain an understanding of how it works, and this is underway. We provided sufficient water to maintain basic standard of living and hygiene to 350,000 customers: we have documented this with the LRF�s for future events, wherever they might occur in our region Emergency measures directive of 10 l/head needs review and should include 10l/head bottled water and 10l/hd bowser supply. Alternative supplies capability without mutual aid is unrealistic. We had assistance from many other water companies and our contractors We have provided a full Report and given evidence to the many public enquiries following the events in Gloucestershire. We would not wish others to have to endure what we and our customers went through in 2007