In 1990, the office for Surfers Against Sewage (SAS) was the back of a rusted van parked on the windswept cliffs of St. Agnes. At the time, the mission was visceral, and it involved stopping the raw sewage that was leaving surfers with skin rashes, hepatitis, and a permanent sense of outrage.
Nearly four decades later, the scenery has changed, but the stakes have never been higher. SAS has evolved from a fringe group of wave-riders to become a national authority that sits across from government ministers, wielding raw data that reveals the underbelly of corporations.
Beyond the surf break
The evolution of SAS from a single-issue group in Cornwall to a national authority was not a flash in the pan but rather a calculated strategic shift. Born from a group of surfers “sick of getting ill,” the organization realized early on that the ocean’s health was a universal concern.
“We are more than surfers and it’s about more than just sewage,” the organization told Charity Journal.
Within a few years of its launch, SAS expanded its campaigns to include a raft of issues damaging the wild waters. Their advocacy extended from sewage to plastic and chemical pollution, a move that enabled the organization to resonate with a wider community concerned about protecting the ocean.
This inclusivity has fuelled a growth that now spans from the Hebrides to the south coast, united by the core belief that “if the ocean thrives, people do too.”
Surfers Against Sewage is bridging the gap from beachfront to frontbench
What makes the SAS model uniquely formidable is its ability to link beachfront activism to frontbench policy work. With nearly four decades in the field, the organization has maintained the raw and authentic energy of local volunteers while navigating the complexities of Westminster.
“We have an incredible team of policy experts who understand the targeted change we want to make, and the levers of power that we need to press to make the change,” said SAS.
Apart from its high-level expertise, SAS relies heavily on the voices of beachfront communities to send its message across to Parliament. Furthermore, the organization has recorded successes with local actions like emailing MPs to engage in a nationwide Paddle Out Protest to trigger real change.
Through “citizen science” and the stories of those out there collecting plastic data and testing water quality every day, they combine legislative demands with the human science that politicians cannot ignore.
While SAS has racked up successes over the years, there remains concern that activism at such a high level can lead to fatigue. To prevent apathy, SAS is particular about clearly communicating its wins with the community, leaning on humour and daringness to keep engagement up.
Meanwhile, to keep its over 300,0000 supporters in touch with the movement, SAS keeps the phone lines open. Furthermore, supporters can personally interact with team members at community events like the Paddle Out protests, with hundreds in attendance.
Democratizing the data with the SSRS App
In the 90s, holding polluters accountable was a matter of hearsay. In 2026, it is a matter of data, and SAS is at the bleeding edge of innovation with its Safer Seas & Rivers Service (SSRS) app.
The mobile app, with hundreds of thousands of active users, has become the organization’s most potent weapon, representing what they call “the power of democratized data.” Every sewage discharge provides an opportunity for users to contact their MP and water company without third parties, stoking a daily pressure campaign.
At the moment, water users can submit a sickness report through the SSRS mobile app if they fall sick after using a particular source. Crucially, SAS is the only organization compiling this data linking sewage discharges to public health through sickness reports.
“The app is a vital source of information for protecting water users, and the data it holds is a critical tool in holding water companies to account,” said SAS.
The 2030 Barrier: The Profit Problem
As we look toward the 2030 goal of ending sewage discharges, the group is remarkably candid about the barrier standing in their way. For SAS, the biggest challenge is the DNA of the water industry and the government’s unwillingness to make any upheavals to the sector.
While the UK government touts its 2026 white paper as a “once-in-a-generation” reform, SAS sees a different reality. They argue that the current legislative landscape merely polishes a broken system, rewarding water company executives and shareholders at the expense of public health.
“We need to see a fair water system that puts people and the planet first, not profit,” added SAS.
SAS believes that if sweeping changes are not made in the water sector to put the planet first over profits, pipes will remain broken and preventable illnesses will claim more lives.
For environmental organizations keen on replicating its successes so far, SAS says the secret sauce is its “authentic and intrinsic connection to the water.” Their headquarters still overlooks the Atlantic, a move that is moreof an operational strategy than a scenic choice. Team members and supporters do not merely theorize about the ocean, but they are neck-deep in it, remaining radically authentic and professionally credible.