Tom Gordon

I thank my hon. Friend for her intervention. I do not envy her having to battle just one water company, but two. She has her work cut out for her—some of us are now breathing a sigh of relief in comparison. The problem is, as she outlined, that there is no accountability. It often takes public pressure, campaigning or us in this place banging the drum to talk about these issues to get those meetings set up and problems fixed when it is a basic obligation that water companies should already provide. Since the introduction of the 2025 Act, we have seen issues across the country. The failure of water companies is a source of frustration and distrust in politics. People feel that the legislation that was passed is simply not working, or that we got it wrong. One of the most high-profile elements of the Water (Special Measures) Act was the commitment to block bonuses for executives at failing water companies. Water companies are upping their game and thinking about the way that they structure their payments to try and circumvent these measures and the bonus ban. Ofwat investigated Yorkshire Water last year, but said that it did not breach the legislation or regulatory guidance on executive pay. The payments made to the chief executive of Yorkshire Water, Nicola Shaw, through the offshore parent company Kelda Holdings were what they called “fixed fees” for group-level responsibilities and funded by shareholders. While technically that might not constitute a breach of the ban, it is a demonstration of how open to exploitation the system and the legislation are. Rather than a bonus ban, we have ended up with a bonus rebrand.