Introduction

At the heart of MOSL’s business plan, we aim to make it ‘easier to do business’ in the non-household water market. MOSL’s business plan sets out our key priorities and improvement programmes which have been developed through extensive engagement with our members and key stakeholders. Throughout the process we seek to engage with our members and the industry Panel to ensure the key priorities are aligned to those of the market. Each year our members – the wholesalers and retailers who operate in the non-household market – vote to approve our annual budget which is set out in our business plan.

MOSL’s business planning is the mechanism through which we aim to deliver improvement across the market and in the way we operate. Our business plan is aligned to our strategic priorities and the outcomes we will deliver through our three-year strategy. We track and report against the delivery of our business plan commitments through our quarterly reporting and engage with our members at the annual CEO Forum.

2022-25 Business Plan

Our business plan for 2022-2025 aims to deliver high quality, reliable and consistent core services alongside a longer-term plan that drives the market forward and unlocks value for customers through a number of improvement programmes.

It is a highly cost-conscious plan - recognising the challenging economic environment – with a focus on reducing cost to serve and delivering a well prioritised, phased programme of improvements that will drive benefits and add value.  

The business plan is a continuation of the activities set out in our 2021-24 Business Plan. We have sought to rationalise our previous nine improvement programmes down to five, to focus on those which will have the greatest benefit to the market and its customers.

2022-25 Business Plan

2022-25 Business Plan consultation

We are currently consulting on our draft 2022-25 Business Plan. If you would like to provide feedback on our draft plan, please complete the online consultation form. The consultation will run until 25 January. We will then review feedback, make changes where required, before publishing the final plan for member voting on 8 February.

How we measure success

MOSL will continue to measure progress and the benefits of the implementation of our business plan through our quarterly business plan and Key Performance Indicator (KPI) reports. In these reports we will be highlighting potential risks and their mitigations and where relevant, providing a view on the delivery cost versus the allocated budget for the financial year.

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