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When City West Water and Western Water merged to form Greater Western Water, we led communications to bring two long-standing organisations together. We built one story, one brand and one customer presence from day one – giving staff and customers clarity, confidence and continuity.
One utility, one story: launching Greater Western Water
On 1 July 2021, City West Water and Western Water came together to form Greater Western Water (GWW). It was the first major merger of Victorian water corporations in 26 years – creating a single utility to serve 1.2 million people across Melbourne’s CBD and the rapidly growing western region.
We directed communications for the merger, embedding in the transition team to guide the work from strategy to delivery. Our focus was clear: one story, one experience and confidence for staff, customers and communities from day one.
The ambition
The merger aimed to do more than join two businesses. It set out to build a future-ready organisation that could keep bills affordable, deliver $1.5 billion in investment and support the extraordinary growth of Melbourne’s west.
To succeed, communications had to achieve two things at once: bring two workforces and communities together around a shared purpose, and give customers absolute confidence that their services would continue unchanged on day one – even while the underlying systems and processes remained separate.
Partnership in action
We led the full communications and engagement program across customers, staff and stakeholders.
For customers, the challenge was acute. Billing, meter reading and operational systems remained separate on day one, but households and businesses needed to experience a single, seamless utility. We rebranded all frontline touchpoints – from bills and newsletters to websites and social media – under the new Greater Western Water identity. Contact details were unified, creating one clear way in, while behind the scenes the legacy systems continued. Knowing that a complete merger would take years, our task was to deliver clarity and consistency without overpromising.
For staff, our approach was as much about engagement as communication. Leaders provided regular updates, but we also created genuine two-way channels. Staff took part in workshops and surveys, contributed to decisions and shaped the new brand. This wasn’t just about being kept informed – it was about having a voice in building the new organisation.
We also led the brand development process, running a formal tender to secure Fuel as Greater Western Water’s brand agency, with research and insights by BrandHook. Together, we steered research, strategy, creative and tone of voice through tight deadlines and complex approvals. The result was a brand that honoured both legacies while creating a unifying identity for the future.
All of this work took place in a high-stakes environment of political oversight, regulatory requirements and ministerial reporting. Every message and milestone had to withstand scrutiny while maintaining trust with staff, customers and the community.
Progress through complexity
The merger unfolded during the height of the pandemic, with dispersed teams and engagement largely online. We kept momentum by aligning decision-makers around a shared narrative and ensuring all audiences – from frontline staff to ministers – heard the same story.
The complexity was significant – presenting a unified customer experience and organisational identity while backend systems remained separate. Every detail mattered, from bills and websites to service lines and social channels. By managing these carefully, we kept the focus on long-term benefits while delivering day-one confidence.
Sustained impact
Greater Western Water launched on time with a strong identity, a unified customer presence and staff who felt engaged in shaping the new organisation.
Customers experienced continuity – their bills, service numbers and online channels reflected one utility, with no disruption to essential services. Staff entered the new entity with a sense of ownership in the future. Communities saw two trusted organisations carried forward into something stronger.
Customer satisfaction remained steady or improved during the transition, and regulatory performance targets were met in Melbourne’s fastest-growing region. Staff confidence held strong, with all employees transferring to the new utility and minimal attrition during the transition.
We also oversaw the commissioning of a PR agency to develop the external launch strategy. Working closely with the agency and communications teams, we directed media, social and advertising activity to introduce Greater Western Water to the community. When COVID restrictions eased days before launch, we helped deliver an in-person stakeholder event that brought leaders, partners and media together to mark the milestone.
Our partnership extended well beyond the launch. We continued to advise on communications and engagement, embedding capability and frameworks that strengthened GWW’s internal teams and leadership confidence.
Service to 1.2 million customers continued without disruption, performance targets were met, and customer satisfaction held steady through one of the most complex transformations in Victoria’s water sector. Staff retention remained high, with all employees transferring to the new utility.
The merger left GWW with more than a brand and communications framework – it created lasting capability and a confident, connected organisation ready to serve its communities for decades to come.
