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Business Plans: For Our Three Electricity Networks
Business Plans: For Our Three Electricity Networks
Business Plans: For Our Three Electricity Networks
November 2012
ukpowernetworks.co.uk
Thank you for taking the time to read our draft business plan for 2015
to 2023.
We are due to submit our final business plan for approval to our regulator
Ofgem in July 2013. This document sets out in detail our planning process,
the outputs we propose to deliver for our customers, and our current
estimates of our costs and revenues. Our draft plan is dedicated to achieving
our target of top third performance compared to the other electricity
distribution networks in Great Britain.
We also describe the step change in performance that we have delivered for
our customers since we became UK Power Networks in October 2010. I am
delighted that we have reduced customer minutes lost by 41.5 per cent over
the last two years, whilst at the same time reducing our overhead costs by
19 per cent and customer complaints by 81 per cent.
The next ten years or so will be a time of challenge and change for our
networks, as we try and balance the different priorities of affordable
tariffs, investment in the health and capacity of the network and supporting
the UK’s low carbon transition, whilst keeping the public and our employees
safe. We must also innovate to utilise our network more efficiently, and
prepare for a possible transition to a smart grid without creating
stranded costs.
Your feedback on our plan is important to us and I encourage you to
comment on any aspect of our plans or forecasts. Our consultation period
closes on 1 February. After that we will publish a final draft plan reflecting
all the feedback we receive, and this will form the basis of the business plan
we then submit to Ofgem next summer.
With your help, our business plan for 2015 to 2023 will balance appropriately
the needs of all our stakeholders.”
Thank you
Basil Scarsella
Chief Executive
Contents
1.0 What does UK Power Networks do? 4
2.0 How to respond to this consultation 6
3.0 Executive summary 10
4.0 UK Power Networks and our step
change in performance 5.4 Developing our operating 68
4.1 Where we operate 17 cost expenditure forecast
4.2 Our ownership structure 18 5.5 Regional cost effects 68
4.4 Our legal and regulatory framework 20 6.0 Outputs: our commitments 79
to customers
4.5 Improving network performance 21
6.1 Performance outputs 79
4.6 Improving customer satisfaction 27
7.0 Expenditure: what we will spend to 84
4.7 Improving our connections work 31
deliver to 2023
4.8 Improving safety 34
7.1 Our plans build on current 86
4.9 Delivering long-term value 37 improvements
for customers
7.2 Expenditure: plans for our networks 86
4.10 Innovating to excel as a business 40
8.0 Financing: what this means 100
4.11 Smart innovation to meet demand 45 for bills
5.0 Process: how we are planning 52 8.1 Developing the revenue requirement 101
for the future
8.2 The impact on our customers 102
5.1 Our stakeholder engagement activities 54
9.0 Managing risk and uncertainty 104
5.2 Developing the plans for expanding 57
9.1 Key areas of uncertainty in the future 105
our network (load related forecast)
9.2 Allowing flexibility 106
5.3 Developing our asset replacement 63
(non-load related) expenditure forecast 10.0 Glossary 108
This document is published in conjunction with three summary plan documents for each of our three licensed
electricity distribution networks. This detailed document contains extra information in Section 4 on our step change
in performance, Section 5 on our planning process and stakeholder engagement, and Section 9 on managing risk and
uncertainty which has been omitted from the summary documents.
1 What does
UK Power Networks do?
1
Ofgem Fact sheet 97, 31 May 2012
Bury St Edmunds
Cambridge
EPN Ipswich
Stevenage Colchester
Maidstone
Crawley
SPN Tunbridge Wells
East Grinstead
Worthing Eastbourne
Thank you for taking the time to read this consultation paper. Your views are
important to us and you can have your say on the issues we have raised by
logging on to our consultation website.
http://www.ukpowernetworks.co.uk/internet/en/have-your-say/business-plan/
The consultation pages will take you through each section of the document and
give you an opportunity to respond to a number of focused questions,
as reiterated in this section below:
Safety
Q14. Would you value more engagement or information around safety and electricity?
Q15. We believe we have improved signage and security around our excavations on the public
highway. How should we improve the safety of employees and the general public?
Q16. What should we be doing more of in the future? For example:
• Greater prevention of metal theft and vandalism
• Additional safety education programmes
Environment
Q17. What are the current initiatives and issues that concern you surrounding our impact on
the environment?
Q18. What should we be doing more of in the future? For example:
• Extending our programme of undergrounding overhead electricity lines beyond Areas
of Outstanding Natural Beauty to other sensitive areas
• Installing equipment with lower lifetime carbon impact
Financing
Q20. What do you think about our assumptions regarding the financing of our activities and our
proposed revenues and prices?
General
Q21. Is this consultation helpful? What could we have done better?
Q22. Do you have any general comments you would like to make about our forecast business
plans for our electricity networks?
Q23. Please let us know if you have any other thoughts or comments on the points raised in this
document, or if you would like to highlight any other issues you consider important
Our business We have delivered a step change towards that performance over
the last two years. We have made significant improvements in
Since October 2010 we have been owned by the Cheung Kong quality of supply, with customer minutes lost (CML) down by
Group, and the Li Ka Shing Foundation, long-term investors 41.5 per cent. We have improved our customer service with
in utility businesses around the world. We own three of the complaints down by 81 per cent.
14 electricity distribution networks in Great Britain. We are a
monopoly2 business and the tariffs we charge are regulated by At the same time we are improving our cost efficiency to
the Office of Gas and Electricity Markets (Ofgem). bring better value for money through sustainable cost savings
programmes that have driven down our overhead costs by
As a result we periodically go through a process to justify our 19 per cent and are improving our employee and public
forecast expenditure to Ofgem. We are approaching the next safety performance.
review, which starts next year and will define our tariffs for the
period from 2015 to 2023. Our plan lays the platform for a low carbon future
Consulting on our business plan for 2015 to 2023 Electricity distribution companies have a role to play in facilitating
the UK’s transition to a lower carbon economy. We are expecting
This document outlines our forecast business plan for that period. growth in electric vehicles and domestic heat pumps3 and that
It describes the drivers for our investment and the total amount connecting these technologies will lead to new demands on
we will need to spend to deliver the outputs our customers our networks. We are planning now for these to appear on our
value. We are publishing this consultation document in order to networks to ensure we are prepared and can ensure we build the
gather our stakeholders’ input on our thinking so far. Doing this capacity to accommodate them. We are also expecting growth in
now enables us to integrate these views into our plans in time distributed generation from smaller scale generation from solar
for the formal submission of our forecast business plan to Ofgem panels on roofs to onshore wind farms. We are developing our
in July 2013. thinking on how to best to develop our networks (e.g. taking
This is the first time the electricity distribution business will be into account smart technologies) and the ways we work so that
subject to Ofgem’s new framework for agreeing our business our networks continue to provide long-term value for money
plans, called ‘RIIO’ - Revenue = Incentives + Innovation + Outputs. for a range of plausible future scenarios. Our approach includes
This approach was adopted in 2009 and provides a toolkit with proactively participating in small and large scale real-time trials
which to address future uncertainty and the transition to the low of innovative new approaches and technologies through our
carbon economy. projects Low Carbon London4 and Flexible Plug and Play5, and
other innovation activities. We will also support energy suppliers
We welcome the views of our stakeholders and have outlined in in their roll-out of smart meters and will seek opportunities to
each chapter a series of questions that can help guide responses adapt our business to use the data to better serve our customers.
to this document.
Our plan is informed by the views of stakeholders
Our step change in performance
We have been developing this plan over the past two years
Our vision is to deliver top third performance amongst the and have engaged widely with our stakeholders in a variety
14 distribution networks in Great Britain in the key areas of of forums. Our objective is to ensure our stakeholders have
safety, network reliability, customer service, cost efficiency and the opportunity to influence the way in which we plan for the
employee engagement. We want each of our three networks to future. We have sought the views of stakeholders and ensured
perform equivalent to or better than comparable networks. these views have been included in the plans so far and we have
reflected that throughout this document. We are undertaking
specific stakeholder engagement for our forecast business plan
alongside our on-going engagement activities that continuously
inform our decision making.
2016
2011
2012
2013
2014
2015
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
people may respond to tariffs that change with the time of day,
and how much renewable generation may seek to connect to
the networks. In formulating our views on the future electricity Domestic demand I&C demand EV's demand HP's demand
demand we have taken our stakeholders’ views into account to
build up our view on a core electricity demand growth scenario
upon which to base our investment plans (see Figure 3.1 to Our LPN forecast is based on the higher long-term trend in
Figure 3.3). background growth in domestic and industrial and commercial
Figure 3.1: EPN peak load evolution (I&C) demand for London, together with a small increase in
Forecast growth of electricity demand new connections for heat pumps (61,000) and electric vehicles
(130,000) by 2030.
Totals Figure 3.3: SPN peak load evolution
2011: 6966 MW
9,000 2015: 6996 MW
Forecast growth of electricity demand
8,000 2023: 7524 MW
7,000 Totals
2011: 4090 MW
6,000
Mega watts
2,000 3,000
1,000
2,000
0
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
1,000
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Our EPN forecast is based on the long-term trend in background Domestic demand I&C demand EV's demand HP's demand
growth in domestic and industrial and commercial (I&C) demand,
together with a modest increase in new connections for heat
pumps (233,000) and electric vehicles (243,000) by 2030. Our SPN forecast is based on the long-term trend in background
growth in domestic and industrial and commercial (I&C) demand,
together with an increase in new connections for heat pumps
(121,000) and electric vehicles (156,000) by 2030.
Figure 3.4: Our plans delivers against Ofgem’s output categories and set ambitious targets for RIIO-ED1
Reliability and Customer Social
Category availability satisfaction Connections responsibility Environment Safety
Our LPN l l l l l l
forecast SPN l l l l l l
for 12/13
EPN l l l l l l
Our LPN l l l l l l
forecast SPN l l l l l l
for 14/15
EPN l l l l l l
Our • Top third IIS • Top third • Improve time • Value for • Top third • Continue to aim
focus in performance BMoCS to connect money focus performance for Zero Harm
RIIO-ED1 • Maintain performance every year • Reflect wider amongst • Public safety
network risk in • Smart fault • Targeted distribution DNOs in BCF awareness
EPN and SPN as handling anticipatory system league table
measured by investment optimisation role
HI/LI in Central in our investment
• Reduce London and decisions
network risk in for DG • Target investment
LPN for both on vulnerable
HI/LI and worst served
customers
Managing risk and uncertainty • Reflect the overall risks with an appropriate regulated rate of
return on equity
Our forecast business plan considers the risks of the future
being different to our forecasts. The management of risk and • To only use uncertainty mechanisms proposed by Ofgem where
uncertainty in this time of transition to a decarbonised energy we can materially demonstrate that we have considered the
sector for our stakeholders is an important consideration in our impact on customers as well as stakeholders
plans. We have a well-developed strategy for the management
Figure 3.5 highlights the key areas of uncertainty that we
of corporate risk and this is reflected in our business plan.
consider need to be appropriately managed into the future.
The primary considerations in developing our approach to risk
management for our forecast business plan are to:
• Recognised that we are best placed to manage risks to the
delivery of the business plan
Our expenditure plans Total EPN forecast expenditure for the period
Our plan is created to ensure the delivery of the commitments 2015 to 2023 = £3.1 billion
we are making and to ensure we meet our statutory obligations Our plans for EPN include our current estimates of strategic
(placed upon us through legislation, regulations and our licence). investments in network capacity to support lower cost connection
Taking all of the assumptions, risks and uncertainties into account of renewable generation and for the smart meter roll-out.
we have developed our view of expenditure for the period from
2015 to 2023. Figure 3.6: EPN total forecast expenditure from 2015 to 2023
Forecast plan period 2015 to 2023 (RIIO-ED1) (£bn)
Overall our future plans as presented in this document are Total £3.1bn6
largely a continuation of today, with the addition of increasing
prominence of low carbon technologies on our network
(including wind generation), smart metering and the enabling
steps for the future smart grid. We are expecting a return 0.1 0.1 Load related
to more normal levels of reinforcement on our network as 0.6
Non load related
economic growth returns.
0.8
Network operating costs
Our final business plan in 2013 will reflect the impact of ‘smart’
alternatives to traditional network reinforcement, including Indirect costs
demand side reduction, more automation and controls and other 0.9 Non operational capex
innovative solutions. These are not included in the current draft
0.6
plan, and should reduce costs further. RPEs
£ (2012 prices)
120
0.1 0.1 Load related 100
Non load related 80
0.7
60
0.5 Network operating costs 40
Indirect costs 20
0
0.3 Non operational capex
2018
2009
2010
2011
2012
2013
2014
2015
2016
2017
2019
2020
2021
2022
2023
0.6
RPEs
EPN LPN
SPN DNO average
DNO average forecast Highest cost DNO
2021
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2022
2023
Non load related
UK Power Networks was created in October 2010 from the sale of EDF Energy’s
three electricity networks in London, the South East and East of England. We are
owned by the Cheung Kong Group and the Li Ka Shing Foundation, long term
investors in utility infrastructure worldwide.
Our vision is to deliver top third performance in our industry in the key
areas of safety, network reliability, customer service, cost efficiency and
employee engagement.
We have delivered a step change in performance over the last two years.
Customer minutes lost are down 41.5 per cent, complaints are down 81 per cent
and our overhead costs are down 19 per cent.
This chapter explains where we operate, our corporate ownership, our vision, and
the industry framework. It also summarises the improvements we have made
and how we will continue to improve our performance with innovative thinking
for the rest of our current price control period to 2015.
UK Networks Services
Eastern Power London Power South Eastern Power
Holdings Ltd
Networks plc Networks plc Networks plc
our private networks
our network our network our network for
for airports, rail and
for the East for London the South East
defence clients
• Safe employees and contractors • Keep the public safe • Outperformed Ofgem allowances
• Aligned objectives and targets • High levels of consumer for capex and direct and
• Clear roles, accountabilities and satisfaction indirect opex
strong leadership • A regulatory relationship • An upper third ranking forecast
• Pride in working for UK Power characterised by mutual respect efficiency by April 2014
Networks • Improved network service • Well managed asset development
• Employees who feel recognised, with increased reliability and • Effective governance and
developed and rewarded rapid restoration performance management
• A mutually constructive • A competitive connections service • Sustainable levels of free
relationship with the unions • Recognised community cash flow
• Committed to personal and career involvement • Continually improve processes
development • Respect for our environment and systems
• Embrace diversity and • Meet the expectations of all our
inclusiveness stakeholders including Ofgem
Our vision is supported by our values. Our values set out what we
expect from ourselves and those who work with us. They form
the basis of the way we do business and how we will achieve
our vision. We have taken the time to learn from our past
performance and how we can best deliver our vision.
Figure 4.5
Integrity
We will do what we say we will do and
build trust and confidence by being honest
to ourselves, our colleagues, our partners
and our customer
Continuous improvement
We are committed to learning,
development, innovation and achievement
Our
values
Respect
We treat our colleagues and our customers
the way in which we would want to be
treated
Responsibility Our values are the DNA of our
business; they will help us to
We always act in an ethical, safe and deliver our Vision ‘To become
socially/ environmentally aware manner an organisation which is an
Employer of Choice, a
Unity respected Corporate Citizen and
Sustainably Cost Efficient’
We are stronger together and this comes
from a shared vision, a common purpose,
supportive and collaborative working
Our three networks operate within a legislative and regulatory • Long-term value for money for our customers
framework determined by primary legislation, including • Facilitate transition to a low carbon economy
the Electricity Act 1989, the Utilities Act 2000 and the • Outputs focussed – at the heart of our plan is the commitment
Health and Safety at Work Act 1974. Our networks operate to the efficient delivery of specified outputs
under electricity distribution licences overseen by Ofgem
which defines the broad range of licensed activities and • Stakeholder led – outputs, levels and expenditure and the
responsibilities, and set out the rules and standards to which impact upon customer bills reflect the view expressed by our
the network companies must adhere. stakeholders
Our current plan for 2010 to 2015 was agreed with Ofgem • A strong incentive for efficient delivery – the plan is based on
as part of the Distribution Price Control Review number five industry leading levels of efficiency and continuing productivity
(DPCR5). This laid out our plans from 2010 to 2015. DPCR5 and service improvement
was set under the RPI-X price control regime. The RPI-X regime • Requirement for innovation – the plan includes a strategy
has at its heart a drive for continued efficiency improvement. for innovation to address the key challenges in the forecast
In addition to efficiency we are subject to a number of other business plan period and beyond
incentives including those on network reliability and customer
• Ensuring investment is financeable – the plan includes a fully
service. These supplement the guaranteed standards of
justified and financeable package that maintains investment
performance that we are required to deliver. During DPCR5
grade credit ratings
further focus has also been given to environmental issues
through the provision of schemes to support the deployment The outputs will form a ‘contract’ between us and our customers.
of renewable and low carbon generation. These schemes Ofgem arranges the outputs across six categories:
provided funding arrangements and incentives to encourage the
network companies to deliver what customers value, such as • Safety
undergrounding of our lines in areas of outstanding • Reliability and availability
natural beauty.
• Customer service
In 2009, Ofgem updated its RPI-X approach to network price
• Conditions for connections
controls introducing the RIIO Revenue = Incentives + Innovation
+ Outputs framework. This provides a broader toolkit with which • Environmental
the network companies and Ofgem can better address the future • Social obligations
challenges faced by the UK in its transition to an affordable,
secure and low carbon electricity industry. RIIO is the regulatory As part of this business plan we have set out the outputs we
framework that will apply going forward for setting the revenue plan to deliver. Throughout the development of our plan we will
we can collect from our customers. It aims to provide benefits for consult with our stakeholders to ensure our target measures
customers and ensure sustainability of our businesses. meet their expectations.
The framework will apply to us for the first time in ‘RIIO-ED1’
through which we will agree with Ofgem our forecast business
plan for the period from 2015 to 2023. The process is well
underway and we will submit our final draft business plan to
Ofgem in July 2013.
78.4
CI 84.5 Our Quality of Supply programme is focussed on the two
54.8
measures of network reliability, CIs and CMLs. It consists of
45.7
CML 50.1 two complementary strategies that will reduce the number of
31.9 network failures and ensure a reliable service for customers.
LPN
27.5
CI 27.7
25.2
CI Strategy: Reducing the number of power interruptions
0 20 40 60 80 100 120
Network automation: allows our systems to reliably
2009 2010 2011 reconfigure the network to avoid customers being interrupted.
This may include short power interruptions of less than three
minutes as the network re-routes supplies.
Where customers experience an electricity supply
Maintaining the network: inspecting and fixing faults and
interruption lasting more than 18 hours, they are entitled to
open points in our network to ensure the long-term integrity
a compensation payment under the Electricity Guaranteed
of our networks is not jeopardised. Clearing any backlogs of
Standards of Performance. This standard will become more
maintenance and tree cutting.
challenging in the 2015 to 2023 period as customers will be
entitle to compensation following 12 hour supply interruptions.
Our focus will be to minimise the number of these incidents,
so that long duration outages become increasingly rare for
all customers.
100
80
60
40
20
0
2010 2011 2012 2013 2014 2015
Past performance Forecast performance
(Regulatory years ending 31 March)
Ofgem CML target CML actual/forecast
Ofgem’s new Broad Measure of Customer Satisfaction We are reducing the time it takes us to deliver work for our
measures our performance across a range of areas including customers in both connections and general enquiries. We are
power cuts, new connections, customer complaints and aiming to improve our approach so that we can deliver on the
stakeholder engagement. day the customer chooses. We are redefining our approach
to provide a single point of contact, with ownership for our
Customer care is at the heart of our business customer’s request. This will mean that when customers call our
staff will have the relevant information from previous contacts.
Our Customer Service Centre in Ipswich receives over a million
calls each year. Generally people contact us when their power These improvements aim to answer enquiries quickly and
goes off, when they require us to do some work on our network clearly, which then helps avoid a customer feeling the need to
or when making a new connection. make a complaint. When issues do escalate into complaints, the
customer service improvement programme has already resulted
We have already seen a step change improvement in customer in a reduction in the time taken to resolve them. The Broad
satisfaction with customer complaints down by 81 per cent. Measure complaints metric incentivises us to handle complaints
The number of complaints referred to the Ombudsman (see effectively, to resolve disputes quickly to our customers’
Figure 4.13) is down by almost 50 per cent and the average time satisfaction and to avoid customers having to repeatedly
it takes us to answer customer calls is down by over 70 per cent complain about an issue. To assess the quality of our complaints
to less than 20 seconds. handling procedure the current metrics measure performance
on four indicators that are weighted to calculate a composite
Figure 4.12: Number of customer complaints (across our score. The weight Ofgem applies to each individual indicator is:
three networks) complaints over one day (10 per cent), complaints over 31 days
18,000 (20 per cent), percentage of the total that are repeat complaints
(50 per cent) and findings against us by the energy Ombudsman
(20 per cent).
12,000
Figure 4.15 shows our performance and forecast against the
Broad Measure complaints metric. This shows the weighted
6,000 percentage of complaints not resolved within the thresholds
outlined above. We are targeting a 65 per cent reduction in
0 complaints that exceed these thresholds by the end of 2015.
2009 2010 2011
Figure 4.15: Performance and forecast against the Broad
Number of customer complaints Measure complaints metric
Figure 4.13: Number of customer complaints taken up by the 35%
Ombudsman (across our three networks) 30%
100 25%
20%
80
15%
60 10%
40
5%
0%
20 2011 2012 2013 2014 2015
0 Historic DPCR5 Forecast
2009 2010 2011
LPN Weighted complaints unresolved
Complaints taken up by Ombudsman
SPN Weighted complaints unresolved
EPN Weighted complaints unresolved
Figure 4.14: Average time to answer customer enquires (across
our three networks) We have increased our presence on social media e.g. Twitter and
70 our web page to radically improve how our customers are able to
60 interact with us. This includes functionality to enhance our web
50 offering such as postcode based power outage enquiries and
Seconds
7.0
The way performance measurement is changing 2012 2013 2014 2015
From April 2012 Ofgem introduced the ‘Broad Measure of Where we are Where we will be (DPCR5 Forecast)
Customer Satisfaction’ which involves a survey of customers who now
have had a new connection, experienced an interruption to their
supply or made a general enquiry. EPN score Best overall DNO 2012
Industry average 2012
The measure comprises a customer satisfaction survey, a
complaints metric and incentives for stakeholder engagement.
The customer satisfaction survey helps to gauge how we deal
Figure 4.18: LPN forecast for the Broad Measure of
with our customers. The results from each type of customer
Customer Satisfaction
contact are weighted; Supply Interruptions (40 per cent),
Regulatory year ending 31 March
Connections (40 per cent) and General Enquiries (20 per cent).
How we resolve any complaint is also an important measure of 9.0
customer satisfaction.
8.5
Figure 4.16 shows how our three networks have fared against
the industry average since the introduction of the measure 8.0
in 2012.
7.5
Figure 4.16: The performance of our three networks against the
7.0
industry average in the industry Broad Measure of Customer
2012 2013 2014 2015
Satisfaction survey
Where we are Where we will be (DPCR5 Forecast)
9.0 now
The roadmap
We have a roadmap for improvement for UK Power Network’s
connections service with three distinct phases, Insight, Design
and Implementation. The Insight Phase has been completed
and has established stakeholder best practice requirements for
a leading edge connections service provision. We are currently
progressing through the Design Phase. We expect the project to
deliver improvements in the short term and to deliver a long-
term sustainable approach that will consistently provide our
customers with a connection service they see as value for money.
To ensure our customers receive a timely connections service,
we have launched a web based self-service system. This will
speed up the process for less complex connection enquiries by
enabling customers to create an illustrative quotation. We are
also improving our accessibility information across the board
to ensure customers understand the choices they have, the
information we need and our commitments to them.
employees. Reportable accidents are those that are fatal, major or over
three days in lost time
£ (2012 prices)
the industry. 120
100
We continue to focus on delivering greater efficiency while
managing the uncertainties of the economy and the risks of 80
ageing assets. Our vision is to be amongst the top-third of our 60
electricity distribution peers in terms of cost efficiency, while 40
maintaining the long-term health and capacity of our network. 20
Figure 4.21: Pie chart showing the breakdown of a typical 0
2009 2010 2011 2012 2013 2014 2015
customer electricity bill
EPN LPN
SPN DNO average
7%
5% DNO average forecast Highest cost DNO
5%
10%
Our financial performance
54%
We are regulated by Ofgem to ensure that our operations are
18% cost efficient and that we offer appropriate levels of service
to our customers. Through the regulatory price control process
Ofgem sets how much we can collect from our customers.
Wholesale energy, supply costs and supplier margin
Distribution Our expenditure plans are periodically scrutinised and challenged
Environmental by Ofgem. In between these period7%reviews, they use incentives
VAT 5%
to encourage us to continually seek greater efficiency and
Transmission 5%
Meter provision and other improve our service performance.
10%
In 2010 a five year plan was agreed with Ofgem that set the
Our customer tariffs are amongst the lowest in revenue we were allowed to collect from our customers for the
period to 2015. This included a strong incentive for efficiency and
the industry for improving the reliability of our service.
54%
The cost of operating, maintaining, renewing and expanding
We are now just over two years into the five year plan. We have
the network that carries electricity from generators to customers 18%our business more efficient in response to
taken steps to make
is on average 18 per cent of a customer’s electricity bill. The
the incentives to do so. However, we have also had to undertake
amount we charge is tightly controlled by Ofgem, the industry
more work, particularly on our EPN network to keep our network
regulator. The amount customers are charged varies across the
healthy for the long-term benefit of our customers.
country depending on which of the 14 networks customers are
connected to. Customers can pay anywhere between £70 and In addition we have felt the effect of the prolonged economic
£140 per year. downturn. In general an economic downturn reduces the growth
in demand for electricity. In turn this has the effect of reducing
Customers connected to our three networks see some of
the need for us to expand the capacity of our networks.
the lowest annual charges in the country when compared to
the other eleven DNOs. All three of our networks have been In the following sub-sections we provide more detail on the
consistently ranked in the top five lowest contributors to a typical impact of each of these factors on our expenditure.
domestic customer’s bill for the past four years. EPN has also
been in the top two for the past three years and is currently the Increasing our efficiency; reducing the cost
best ranked among all fourteen DNOs. We are determined to to customers
deliver the best possible service to our customers at the lowest
At the time of the last price control Ofgem assessed our costs
possible price. Throughout the rest of this section we summarise
for delivering capital projects to be 20 per cent above the
our current financial performance and how we will deliver an
efficient benchmark.
even better service.
We have embarked on an improvement programme to improve
efficiency and improve our service to our customers. Our
objective is to achieve a top-third ranking against our peers
in cost efficiency. This will address the efficiency opportunities
identified in the last price control reset.
We are now seeing the results of the cost efficiency programmes
we have undertaken, with a 19 per cent reduction in our
Ofgem fact sheet 97 31 May 2012
9
overhead (indirect) costs since October 2010.
5,000
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
The effect has varied across our networks reflecting the regional
variability in economic activity.
As can be seen in Figure 4.23, peak demand for electricity from EPN actual LPN actual
our networks has been broadly flat or on a downward path. SPN actual EPN long-term trend
LPN long-term trend SPN long-term trend
This is in contrast to the long-term trend that has seen year-on-
year growth in peak demand over the previous 10 years with
compound average growth rates10 of 0.7 per cent for EPN, 1.8 per
cent for LPN and 0.3 per cent for SPN. Increasing volumes of work to maintain the
long-term health of our assets
At the time we set out on our current plan, we were anticipating
a short economic downturn followed by a return to growth. The We take a long-term view of managing our networks and are
return to growth has been slower and we have seen a reduced mindful of the expenditure required to replace ageing assets. In
need for the projects identified when we set out in 2010. The order to ensure a sustainable future we assess the health of our
need to expand the capacity of our networks has reduced with assets. The continuing process can highlight new requirements
economic redevelopment slowing and demand growing more or factors that drive additional work. So while we drive down
organically with larger scale developments and redevelopments our cost-per unit of work the overall money we spend on asset
being slowed by the economic conditions. replacement can rise.
We have taken steps to improve our understanding of the health
of our assets. Asset management is an ever-developing field
and we have worked in partnership with experts to develop
improved risk based investment modelling capability. These
models use the latest available condition data and apply state-
of-the-art degradation modelling techniques to predict the future
health of the populations of our assets.
0
20111
Year 20122
Year 20133
Year 20144
Year 20155
Year
Improving our business performance An integral part of improving business performance is having
good data on which to base decisions. In 2011 we undertook a
Innovation has played a key role in helping us deliver the step- full review of our business critical data items. As a result of this
change in performance achieved over the last year. We have review we now actively monitor and report on network related
looked at best practice outside our own industry to identify and data in a monthly scoreboard – increasing both the visibility and
apply appropriate initiatives. For example, to improve our safety integrity of our core data set.
performance we have:
Our unit cost project supports better performance management
• Undertaken a Safety Climate Survey, in conjunction with the and improves the accuracy of cost forecasting. By ensuring the
Health and Safety Laboratory, to help us understand and cost of network related expenditure is clearly visible and actively
improve our own safety culture and overall performance tracked we have been able to see where there are areas to bring
• Started to roll out a behavioural safety programme across unit costs down.
the company
With respect to customer service we have looked to extend the
For cost efficiency we have implemented a new performance range of communication channels that we use to interact with
management framework. This framework improves customers. An example of this is that we now use Twitter to
accountability for the delivery of targets by ensuring that these keep customers updated during power cuts. The increasing use
targets are cascaded appropriately throughout the business at of smartphones makes this an effective tool for communicating
an individual level and that delivery of targets is linked to the with customers, and has been received positively.
company bonus structure.
• A long-term network reinforcement model to quantify Load Figure 4.28: Demand, aggregated demand and typical wind
Related Expenditure generation over a 24 hour period
• Asset replacement and refurbishment models to quantify
Non-Load Related Expenditure 90
80
The new Load Related Expenditure Model was developed with 70
Demand (Giga watts)
Technical Aggregation
Ancillary services
infrastructure
aggregation
Commercial
response
Network
Demand
Storage
storage
Cooling
goods
White
Heat
EVs
DG
A Distribution System Operator (DSO) has access to a portfolio of responsive demand, storage and controllable generation assets that
can be used to actively contribute to distribution system operation. A DSO builds and operates a flexible network with the ability to
control load flows on its network. The combination of a highly flexible network and access to demand and generation response allows
the DSO to contribute to the increasing UK-wide challenge of system balancing.
By contrast, a Distribution Network Operator (DNO) continues to build in response to growth in maximum or peak demand. A DNO does
not have the ability or desire to influence demand and generation, and tends to introduce flexibility only to the extent that it supports
existing regulatory priorities (such as to reduce supply interruptions and the risk of catastrophic asset failure).
Flexible networks
Making our networks more Demand side response
flexible by managing our Smart enablers: Managing domestic and
power flows and other automation, network monitoring, comms, commercial electricity
limitations and allowing us to IT, design, smart meters demand directly or through
dynamically reconfigure our third parties
network
Intelligent EV
charging
Electricity storage
Managing EV
Creating additional
charging rates to
flexibility to manage
moderate the
peak demand
demands on our
network
Low Carbon Network Fund Distribution network visibility (September 2010) – demonstrating
the business benefits of collection, utilisation and visualisation of
We are currently trialling innovative solutions to ease the network data that is already available to improve our operational
transition to a low-carbon future. This is being funded by the and investment decisions e.g. to improve time required to
Low Carbon Network Fund, which has two elements for funding connect new customers.
projects – non-competitive (LCNF Tier 1) and competitive
(LCNF Tier 2). In addition to research and development, an LV current sensor technology evaluation (December 2011) –
important aspect of the Low Carbon Network Fund is knowledge the first collaborative project (with Western Power Distribution)
dissemination. We are sharing the knowledge gained from evaluating a range of network monitoring solutions that can
our projects with key stakeholders including the entire DNO help us understand the available network capacity to enable
community and other interested parties using a variety of us to minimise customer disruption or delay when low-carbon
methods to appeal to a wide audience. technologies are deployed future.
Five LCNF Tier 1 projects have been registered to date: Validation of Photovoltaic (PV) connection assessment tool
(January 2012) – This project is testing the validity of our new
Short-term energy storage on the distribution network planning tool, which assesses the impact of concentrations
(June 2010) – investigating how storage can be an alternative of small scale generation on our networks e.g. solar panels,
to traditional reinforcement of substation when additional enabling us to provide a better and faster service to
capacity headroom (either thermal or voltage support) is needed our customers.
infrequently for limited periods of time to avoid building network
capacity where the long-term demand is uncertain.
learning-zone/
carbon emission perspective
This 2012 business plan is our first public proposal for the RIIO-ED1 period
(2015 to 2023). At present, this plan is largely based on conventional approaches
to network expansion and asset renewal with minimal deployment of smart
technologies. However, by 2013 we intend to integrate a range of smart
technologies within our RIIO-ED1 business plan. We have included a high level
view of the costs and benefits of smart metering in this plan.
This chapter provides an overview of the methods and tools we use in the
construction of our business plan. It also outlines the impact of the future
challenges, how we are incorporating stakeholder views and summarises the
innovative thinking we are using to meet the challenges of a transition to a
low-carbon economy.
We explain the tools used to develop detailed demand scenarios, assess the
uncertainties associated with the deployment of low-carbon technologies, the
impact of smarter networks and how we will improve the management of our
existing assets.
0.6 0.35
0.5 0.30
Willingness to pay
Willingness to pay
0.25
0.4
0.20
0.3 0.15
0.2 0.10
0.05
0.1
0.00
0 0 0.2 0.4 0.6 0.8 1 1.2
0 1 2 3 4 5 6 Robustness of data
Robustness of data
As now, i.e. within 90 days
Investment to enable greater uptake of electric vehicles 30 days quicker than new, i.e. within 6 months
Investment in infrastructure to enable greater uptake of 60 days quicker than now, i.e. within 30 days
low carbon electric heating technologies 75 days quicker than now, i.e. within 15 days
Investment to enable large-scale renewable generation
(e.g. onshore wind farms, biomass plants, etc.) This indicates that customers are willing to pay more for a
er Investment to enable uptake of micro-generation e.g.
solar panels etc.
simple, low voltage, connection e.g. domestic connection, which
is completed within 15 days compared to longer time periods.
e Figure 5.4: Willingness to pay for quicker time to connect
(all networks)
This indicates that customers are willing to pay for the additional
investments to allow for the connection of low-carbon 0.8
technologies with a greater preference for low-carbon generation 0.6
and heat compared to electric vehicles.
Willingness to pay
0.4
Figure 5.2: Customers’ willingness to pay for investments to 0.2
allow us to automatically detect loss of supply events 0
(all networks) -0.2 0 0.5 1 1.5 2 2.5 3
-0.4
0.7
-0.6
0.6 -0.8
Robustness of data
Willingness to pay
0.5
0.4 LPN Automated text messages to
registered customers
0.3 EPN/SPN
Automated update calls and
0.2 follow-up after power cut
0.1 Additional information services
0
0 2 4 6 8
This indicates that domestic customers in EPN and SPN are less
Robustness of data
willing to pay for additional information than customers in LPN.
Business Domestic
2013
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2014
2015
2016
Our new load related expenditure model allows us to take a
longer-term view of multiple growth scenarios and enables
evaluation of these ‘smart grid’ solutions. 12
In our forecasting of growth in electricity demand we use a different
The diagram in Figure 5.5 shows at a high level the load related measure of economic growth ‘Gross Value Added’ (GVA). This is directly
related to GDP, but is not forecast as widely. To illustrate the point
expenditure forecasting process. around uncertainty in economic recovery we have chosen instead to use
independent forecasts of GDP
Figure 5.5: Forecast business plan preparation
Scenarios
‘State of the art’
models
• Asset Replacement Plan tested for Consistent and
Load & non-load Model Planners assess deliverability Expenditure evidence based
related network • Load Related recommended and Plan for the inclusion of
data Model interventions Financeability next 8 years innovative solutions,
• Smart Grid Forum as part of normal
Selected levels of WS3 business practices
performance
(outputs)
Revised standards
Smart Solution Cost of capital,
& policies to
sets, trialled in IFI supply chain
consider smart
and LCNF projects constraints
interventions
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
our stakeholders.
The general view was that the DECC forecast for the development
EPN LPN SPN
of onshore wind was somewhat optimistic due to on-going
public opposition, planning constraints and the like. It was also
felt that there should be a greater focus on other technologies Technology deployment
that may well have a significant impact in the future, such as
Combined Heat and Power (CHP) and energy from waste. There was a widely held view that projections of the levels
of penetration of the Government’s favoured low carbon
We have used this feedback as the basis for an additional technologies, such as heat pumps, electric vehicles, and small
‘hybrid’ scenario which contains elements of the original scale renewable generation, are highly optimistic. The rationale
scenarios but takes a more conservative approach in a number of for this was that significant on-going levels of financial support,
areas – one being the take-up of green technology in its various from either Government or from customers, would be required to
forms. We have used this scenario to define the basic planning deliver the high levels of take up suggested.
assumptions that underpin our business plan.
Market mechanisms
Economic growth
There was considerable debate about whether individual
The overwhelming view from our stakeholders was that the households and companies were likely to be receptive to price
current poor economic conditions were exceptional and that signals, such as time-of-use tariffs. There was great scepticism
economic growth would return in time. However, there was little that people would modify their behaviour by, for example,
consensus on when this would occur. In addition, there was a charging their electric vehicles or operating certain appliances
general expectation from our London stakeholders that London at specific times of the day or night. The conclusion was that
had been relatively insulated from the worst effects of the significant incentives would be required to drive such changes
recession and that, ultimately, growth in London would return and that there is little evidence that these are likely to be
to its previous high levels. available. On this basis and in the absence of any information
Stakeholders suggested that we should put more weight on as to possible incentive arrangements, we have assumed that
long-term trends for economic growth, rather than the more few customers will modify their usage and hence market
volatile short-term effects. We have therefore adopted longer mechanisms are likely to have a minimal impact on demand.
term views of key the economic measures of Gross Value Added This assumption could be reviewed subject to any
(GVA – the income generated by individuals and businesses in future announcements.
the production of goods and services) and housing growth. These Subsequent to our stakeholder engagement on our scenarios
trends are shown in the two graphs. DECC and Ofgem announced that they would be sponsoring
Figure 5.7: Long-term trend in regional GVA growth industry discussions on planning scenarios. We have played an
active role in these discussions and our earlier engagement
has given us a real insight into stakeholders’ views which
12% could be shared as part of this process. This culminated in the
10% development of a set of scenarios (shown in Figure 5.9) during
8% the spring of 2012 which we are considering as part of our
6% preparation for our forecast business plan submission
4% in 2013.
2%
0%
-2%
-4%
1997
2001
1990
1991
1992
1993
1994
1995
1996
1998
1999
2000
2002
2003
2004
2005
2006
2007
2008
2009
Our core scenario SPN peak demand is expected to remain relatively consistent
over the next two decades with some take-up of electric vehicles
Our extensive stakeholder and industry consultation resulted and heat pumps, with overall growth aligned to the long-term
in the development of a set of scenarios during the spring of trend, with low-carbon technologies being a significant driver of
2012 which we are considering as part of our preparation for growth beyond the mid 2020’s.
our forecast business plan submission in 2013. The results of our
scenario planning and consultation are shown in Figure 5.10 to The scenario planning tool outputs showing the long-term
Figure 5.12. We have shown the long-term trend of growth in forecast for demand growth on our networks.
peak demand based on the compound average growth rate from
Figure 5.10: EPN peak load history/forecast
2001 to 2010.
The results of our core planning scenario show that EPN peak CAGR
10,000 2002-11: 0.5%
demand is evenly split between domestic and industrial/ 2011-23: 0.7%
2023-30: 0.7%
commercial demand with the latter rising after 2023.
Mega watts
2014
2016
2018
2020
2022
2024
2026
2028
2030
2028
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2030
networks. To ensure we adequately manage utilisation over the
Year coming years, we use a well-established specialised short-term
Actual Domestic demand I&C demand tool, our Planning Load Estimation tool (PLE). This uses the latest
EV's demand HP's demand Long-term trend loading information, overlaid with growth projections. The PLE
model is used to ensure compliance with our licence obligations,
to calculate our regulatory performance (Load Index) and is used
Figure 5.12: SPN peak load history/forecast to evaluate which projects should be accelerated, deferred or
changed to deliver our commitments to our customers.
CAGR
2002-11: 0.4%
5,000 2011-23: 0.3% Integrating our expenditure for connections
2023-30: 0.3%
The above tools provide a total investment requirement to
reinforce our current networks. We also need to include
Mega watts
Non-load related expenditure (NLRE) refers to the investment We have therefore taken a decision to retain broadly the same
in replacement, refurbishment and life extension activities of proportion of assets in the different HI categories (1-5) at the end
existing assets across our three regional networks. The NLRE of the plan compared to the beginning.
programme’s scope includes the following asset categories:
Enhancing our decision making
• Overhead conductor capability: modelling
• Overhead support In order to help us better interpret the rich asset health data
• Underground cables that we collect, and as part of UK Power Networks’ continuous
development of our asset management capability, we have
• Switchgear
worked in partnership with industry experts to further enhance
• Transformers our risk based investment modelling capability.
• Civil structures and buildings We have developed a suite of models to support our decision
• Protection and control making and long-term planning. These models include Asset Risk
and Prioritisation (ARP) models, Statistical Asset Replacement
Managing our assets effectively Model (SARM), stocks and flows (Markov) modelling and a
Condition Index model, which are used to identify the existing
Alongside the challenges faced in relation to expanding our and predicted HI profile of the asset categories for which
networks, we also have a major challenge to safely and they cater. The mechanics of the models and their levels of
efficiently manage our ageing asset base. All three regions sophistication reflect the characteristics and risk/priority of the
comprise a significant proportion of assets over 50 years old, and asset categories to which they correspond. Figure 5.13 indicates
it is therefore important we undertake interventions in a timely which models are used for all major asset categories.
fashion to ensure we continue to operate a safe and reliable
network for our customers. Figure 5.13
A key driver for investment is to maintain an acceptable level of Asset Group HI model approach
health across all our assets in order to effectively manage overall EHV OHL fittings and ARP model
network risk. This must be achieved, of course, whilst continuing conductor
to deliver the best value for our customers. EHV OHL support towers ARP model
We perform this by undertaking the right mix of maintenance, EHV OHL support roles ARP model
refurbishment and planned replacement at the right times to HV OHL support poles ARP model
optimise whole life ownership costs and risks.
EHV UG cable (oil) ARP model
Managing asset health risks EHV (gas) cables Statistical Asset Replacement
Model (SARM)
Understanding asset health is key to informing our asset
management decisions. We utilise a wide range of information 132kV transformers Statistical Asset Replacement
relating to our assets that ensures we have a rounded and Model (SARM)
accurate view of asset health in order to enable timely and EHV transformer ARP model
appropriate intervention. These information sources include HV transformer – (ground Condition index model
condition assessments, fault trends, risk assessments, mounted)
obsolescence information, maintenance history, inspection and
test results, manufacturers known defect reports and agreed 132kV transformers ARP model
asset lives. EHV switchgear (GM) ARP model
This data is used to assess the overall health of an asset, which EHV switchgear (GM) ARP model
is categorised using the industry recognised Health Index (HI). primary
HI is an output measure Ofgem uses to evaluate the DNOs’ HV switchgear and other ARP model
stewardship of their networks. The different HI categories are LV swtichgear and other Statistical Asset Replacement
outlined below. Model (SARM)
• HI1: new or as new 132kV circuit breakers ARP model
• HI2: good or serviceable condition Link boxes Markov model
• HI3: deterioration requires assessment and monitoring
The ARP models use a combination of information relating to Condition index model
an asset’s age, environment, duty and specific condition and
We use a condition index model for HV ground mounted
performance information to derive a health score for each asset,
distribution transformers which utilises age and condition data.
underpinned by proximity to end of life (EOL) and probability
The model assumes straight line deterioration over the expected
of failure. This score is then translated into the corresponding
life of the asset based on an average life modified by the asset’s
HI category. This helps us to determine when an asset requires
duty and observed condition.
intervention (replacement, refurbishment, retrofit or other
appropriate action). The detail of the ARP score formulation is
different for each asset category, reflecting the differing asset
lives and patterns of degradation. There is, however, a consistent
underlying algorithm and architecture.
The three supporting modelling approaches, SARM, Markov
(stocks and flows) and condition index models are used for the
assets that represent a smaller proportion of our asset base,
or where the benefit of collecting the additional condition
information required is not proportionate to the cost.
£m
0.8
0.6 150,000
0.4
0.2 100,000
0.0
50,000
South East
Scotland
East
Wales
London
North West
East Midlands
South West
North East
West Midlands
0
Humber
2009
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
East of England London South East
In addition, it is widely accepted that the cost of operating in Population and load density
rural, urban and super-urban environments vary. The additional A large proportion of the UK population lives and works in
costs from the urban and super-urban environments arise due to the South East of England to support the economic output.
external factors that impact on our operations, including: Specifically, the population density of inner London Boroughs is
• Population and load density – leading to increased complexity more than double that of other major cities in the UK; see
and density of utility services Figure 5.18.
• Underground working – driving the need for tunnelling and The crowded streets and closely packed housing of the capital
forced ventilation, and increased issues of confined spaces and means that space is at a premium. Not only does our network
complex movements of equipment cover the area with the highest population density, but this
• Buildings and access – as equipment in third party owned area also has a high share of ‘sensitive’ customers such as
premises is more common Government buildings, key infrastructure, multi-national head
offices, the banking sector, etc. These customers want higher
• Traffic management – imposing more restrictions, such as levels of service and greater security of supply. This was
red routes or the need for rapid reinstatement and reopening evidenced by Ofgem’s willingness to pay survey, where LPN
of roads customers showed a significantly higher willingness to pay for
• Out-of-hours working reductions in interruptions.
• Security costs and terrorism insurance Higher population and housing density means we need to place
more assets amongst the buildings, in the pavements and in our
Figure 5.16 roads. This is repeated across all utilities leading to high levels of
congestion under our feet that we must untangle every time we
want to work on our assets.
The density of cables provides particular challenges where we are
replacing our assets, e.g. due to a fault. In these circumstances
the small and tightly packed terraced houses creates complexity
in excavating around other services and locating the right cable
before we can carry out a reconnection. In this environment
we tend to see shorter length of cables which lead to a larger
number joints per length of cable required compared to a less
urban environment. Joints and jointing are more expensive than
the cable itself and are one source of cable failures.
Our London Power Networks area has one of the highest demand
densities in Europe, with an average density in London of 6.6MW
per km2 compared to an average UK density of circa 0.3MW
per km2. Central London peak loads can vary between 25MW
and 170MW per km2 and are expected to increase in the future
to over 300MW per km2. High load density typically leads to
Supporting the UK economic engine increased operating costs due to:
Our networks support a significant proportion of the economic • Maintenance work which needs to be done at weekends
output of the UK. London produces (22 per cent) the South East and overnight
• A greater urgency in equipment to service following faults
14
ONS, Regional, Sub-Regional local Gross Value Added 2010 – 14 December 2011
10,000
Inner London Boroughs
9,000
8,000
Manchester
Birmingham
7,000
6,000 Liverpool
5,000
4,000
Sheffield
Bradford
Bristol
3,000
Leeds
2,000
1,000
0
Underground working
London Power Networks is almost completely made up of
underground cables. We also sometimes have to locate our
substations underground to adapt to the constraints on space
made available to us for our equipment.
Excavations are necessary to install and maintain underground
network equipment, requiring extensive planning and
co-ordination with other utility owners. Our approach to the
installation of new circuits in central London has been via utility
cable tunnels, which are expensive to build and operate. LPN
is responsible for 45 cable tunnels and incurs considerable
on-going costs associated with the maintenance of the tunnel
infrastructure, ensuring the serviceability of the tunnel entry
points, ensuring the safety of tunnel works, and tunnel rent
charges from local authorities.
Heat dissipation from our underground substations is complicated
with greater risk of overheating due to the limitations of air
movement. To mitigate the risk of substation equipment
overheating, LPN’s substations are fitted with forced ventilation
equipment to assist with the heat dissipation. Our larger
In this chapter we describe the outputs we have used in building the 2012
forecast business plan. These have been developed in consultation with our
stakeholders. The outputs and the level of performance will be refined in
response to the insights and conclusions from our research on customers’
willingness to pay and Ofgem’s policy decisions on how it will measure the
performance of the industry.
Stakeholders were asked to provide their opinions on the existing • Customer Minutes Lost (CML): (planned as well as unplanned):
outputs and possible new outputs we proposed, along with any duration of unplanned interruptions to supply each year,
suggestions of their own. Specifically, stakeholders were asked to measured by average customer minutes lost per customer
provide their opinion of network reliability and the transition to a where an interruption of supply to the customer lasts three
low carbon economy. minutes or longer
We learned some significant lessons from our engagements: • Health Index – maintaining the overall risk for our networks –
with the addition of criticality
• Domestic customers were able to provide valuable insights,
• Load Index – maintaining a similar level of utilisation across
although they needed some time to more fully understand the
our networks – with improvements on the consistency of
role of distribution companies within the wider energy market
application across the industry
• When asked what was most important to them, each group
arrived ultimately at the six output categories defined by Our plan is built on the expectation of delivering the outputs
Ofgem. Within those categories, the participants were able to described in this section. All of the projected performance is
apply their experience of other service organisations and so provisional and work continues to validate these in terms of the
provide extremely valuable feedback on their expectations cost to deliver the output and our customers’ willingness to pay
for different levels of performance.
We plan to consult with stakeholders further on the proposed
measures later this year through our willingness to pay work that Figures 6.1 and 6.2 below indicate Ofgem’s proposed CI and CML
will help us to understand an appropriate performance target targets for ED1, as at September 2012.
that can be integrated within the future business plan.
The potential outputs that have been developed to date are
described below.
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
2022/23
End of DPCR5 End of ED1
HI 1 HI 2 HI 3 HI 4 HI 5
Ofgem targets for unplanned Customer Interuptions (CI)
Figure 6.2: Targets proposed by Ofgem in September strategy Figure 6.4: Commitment to LPN asset health at the end of the
paper for unplanned CML over the forecast business plan period forecast business plan period (2023)
(2015 to 2023)
60 80%
50
40 60%
30
20
40%
6.1
10
6.3
0
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
2022/23
20%
0%
Ofgem targets for unplanned Customer Minutes Lost (CML) End of DPCR5 End of ED1
EPN SPN LPN
HI 1 HI 2 HI 3 HI 4 HI 5
40%
20%
6.2 0%
6.4
End of DPCR5 End of ED1
HI 1 HI 2 HI 3 HI 4 HI 5
• Extending the survey to include customers interacting via social Ofgem is proposing not to include any further incentive within
media, the internet and those who unsuccessfully attempted its regulatory framework than that which applies through health
a call and safety legislation.
• Splitting out the large and small connection customers into two
groups to provide larger connection customers who are smaller
in number or have a larger voice in customer satisfaction
50,000
Tonnes of CO2 equivalent
40,000
30,000
(tCo2e)
20,000
10,000
0
2009 2010 2011 2012
EPN business carbon footprint SPN business carbon footprint
LPN business carbon footprint
6.6
Figure 7.1: Forecast plan period 2015 to 2023 Figure 7.2: Current plan period 2010 to 2015
7.1 7.2
Direct Unit cost savings -£175 million Shared out across our networks
Indirect cost savings -£262 million Shared out across our networks
Real price effects +£16 million Shared out across our networks
Total change +£800 million
£m (2012 prices)
80
how the cost of delivering the work is expected to change.
60
Aligned: our current and future plans
40
Our forecast business plan expenditure for 2015 to 2023 for each
20
network is shown in the following sections.
0
Eastern Power Networks business plan
2020/21
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2021/22
2022/23
This network covers the largest land area of our three networks
from north London out to our most rural communities. It serves
areas that have high quality wind resource and we expect
Load related
the trend of wind generation connections to support the UK’s
renewable energy targets to continue. We would expect this
region to attract its fair share of wind turbines to support the We are expecting our expenditure on expanding and extending
renewables being deployed across the UK. We also expect the network to return to more normal (higher) levels over the
this region to see noticeable numbers of heat pumps future business plan period. This is based on our core scenario
being deployed. that shows a return to growth in electricity demand early in the
The charts show how the future business plan compares to our
current plans.
Figure 7.4: Current period expenditure total = £2.8 billion
forecast period.
7.6
This growth in demand is also reflected in our expectations of
connection volumes, which anticipate a significant increase in
connections compared to the current plan period.
Taken together these forecasts of increasing electricity growth
0.1 Network operating and new connections lead to our overall view of the needDirect
for operating costs
costs load-related expenditure. 0.1
0.4 0.7 0.4
Indirect costs 0.7 Indirect operating cost
Figure 7.7: Forecast connection activity
Non-load related capit
Non load related
investment
25,000 500
0.8 Load-related capital
5,000 100
Figure 7.5: Forecast period expenditure total = £3.1 billion 0 0
2020
2015
2016
2017
2018
2019
2021
2022
2023
7.4
Business plan | >pg87
7.7
DG infrastructure Figure 7.8: Actual/forecast asset replacement capital expenditure
In addition to demand growth, we are expecting a considerable
uptake in wind generation in the EPN region. Our view of likely 160
activity suggests that considerable volumes of new wind farms 140
£m (2012 prices)
are likely to come forward for connection in the forecast period 120
between 2015 and 2023. 100
We are investigating and have made provision in this 2012 80
business plan for a strategic investment in infrastructure for the 60
currently expected levels of wind farms in the region. The cost 40
benefit case for this investment will be developed further for 20
2013, but rests on the principle that will result in a lower cost 0
2018/19
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2019/20
2020/21
2021/22
2022/23
solution than a project-by-project development. We believe
that this is consistent with our role in facilitating the lower
carbon economy.
Non load related
Asset replacement
Our expenditure on asset replacement is forecast to increase on
average by approximately 30 per cent over the forecast plan Expenditure on the asset types shown in Figure 7.9 represents
period. The additional asset replacement volumes are being a significant proportion of the increase in asset replacement
driven by ever improving understanding of the condition of our expenditure compared to the current plan. We have included a
assets and how they are expected to deteriorate over time. The brief commentary on the drivers that lead to these changes
new modelling approach ARP is assisting how we decide on our in volumes.
interventions based on a more holistic view of risk and condition. Our future expenditure plans show both rises and falls in
The results show additional replacement volumes are required expenditure. We have found reduced need for investment in the
compared to the current plan period and we are currently asset types shown in Figure 7.10 which represent a significant
reviewing and validating these outputs e.g. via additional proportion of the reductions in spend, the remainder being
condition sampling. spread across other asset types due to the normal variation in
7.8
replacement profiles.
Figure 7.9
Asset group Component Commentary
Overhead Pole Line LV Main (OHL) Conductor We plan to return to our original strategy of conductor replacement following a
short-term programme of rectification of defects during the current period
Cable 6.6/11kV UG Cable We have revised the policy for this cable type. This includes collecting additional
condition information to further improve our understanding of the future need
for replacement. Our current replacement rates remain at a level that will see
cables in service well beyond design life. Our long-term replacement strategy
will be reviewed in light of the improving condition information
Switchgear 6.6/11kV CB We are experiencing increased unreliability of our oil filled switch gear that is
(GM) Primary driving increased forecasts of the need for replacement
Overhead Tower Line 132kV OHL (Tower We are anticipating a greater proportion of conductor replacement compared to
Line) Conductor the current mix that has more fittings only work
Figure 7.10
Asset group Component Commentary
Switchgear 33kV indoor, gas
insulated, ground
mounted circuit breakers The population of assets in these classes are relatively small and reducing
so we will spend significantly less on this asset category once our current
Switchgear 132kV indoor, gas programme of replacement ends in the current plan period
insulated, ground
mounted circuit breakers
2013
2024
2012
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
30
Forecast vs 2011/12
£m (2012 prices)
20
Faults expenditure
10
Figure 7.13: Actual/forecast fault costs
0
2012/13
2010/11
2011/12
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2023/24
2019/2020
2019/20
60
£m (2012 prices) 50
40
Inspection & maintenance 30
20
10
In the current plan period we believe we are currently spending
at above the steady-state level that is required going forward. 0
7.10
2016/17
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2017/18
2018/19
2020/21
2021/22
2022/23
2023/24
2019/2020
2019/20
This is to carry out an identified backlog of work. This does result
in us overspending against our current allowances, in this plan
period, and we are exposed to 45 per cent of these costs. We
believe that this is in the long-term best interests of the network Faults
and our customers.
Our forecast inspection and maintenance costs reduce from the Figure 7.14: EPN faults; composite unit cost efficiency trend
current spend levels but have a number of movements both
positive and negative. We are forecasting a significant growth
in tower line painting based on our assessment of the optimum 1.2
lifecycle policy for our tower lines. This is expected to preserve
the asset life to defer replacement. Other upward drivers of cost 1.0
are increasing inspection volume for rising and lateral mains and 0.8
7.9
we continue to explore the scale of costs and the approaches 0.6
to managing these assets. The second driver is the volumes of
0.4
pole line inspections. These have increased following the results
from recent surveys that have shown examples of poles in worse 0.2
condition than expected and identified poles missing from our 0.0
2013
2012
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
asset register.
7.11
The workload for protection schemes is reducing in the forecast
period following a detailed survey of protection equipment Forecast vs 2011/12
and evaluation of the appropriate policy to apply to the actual
population of assets.
Our costs are based on our projections of fault rates by voltage
The final area is an expected increase in the volumes for 33kV and asset group multiplied by our forecast of efficient cost for
substation work, where we are also anticipating delivering fault repair for each.
significant efficiencies in how we deliver the work such that
overall this results in lower costs for our customers. Our projections of fault rates are generally forecast to be
maintained at a constant level based on the delivery of our
In summary, the known upward volume effects are outweighed replacement and maintenance policies. We are forecasting rises
by volume reductions and compared to the current plan period in HV underground cable and LV underground mains (those that
our unit costs fall for these activities (see Figure 7.12). are not Concentric Neutral Solid Aluminium Conductor). This
growth is expected due to deterioration in condition of these
assets. We are increasing our understanding of the condition of
our underground assets through increasing our use of post-fault
analysis and investigation.
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
2022/23
600
30 7 19
7 17 13 7
94 19
7
18 4 17 3
HV UG Cable DR5 Average 300
22 93 93 92
92 90 90
88 90 90
84 10 10 10
10
10
Tree cutting costs 200
214
187 181 179
165 165 166 151 158 164
146
Figure 7.16: Actual/forecast costs for tree cutting
100
18 73 76 76 74 76 75 76 75 76 76 77
0
17
£m (2012 prices)
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Direct opex Direct capex DG Spine
16
Indirects Non op and other costs Pension deficit
15
7.13
Tax allowance
14
13
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2023/24
2019/2020
2019/20
Tree cutting
Our costs are based on the line length affected by trees. Our total
7.15
costs are forecast to be broadly constant through the forecast
plan period which assumes that any increases in cost due to
additional new lines affected by trees will be largely offset by
efficiencies in delivering tree cutting.
7.14
>pg90 | Business plan
London Power Networks business plan Direct capital expenditure
The LPN network is almost entirely underground and is urban in Direct capital expenditure primarily consists of the expenditure
nature. It must continue to fulfil the constant growth in customer on expanding our network (load-related or reinforcement
demand for network capacity. We have to work in congested expenditure) and replacing and refurbishing our assets
streets where pipes and wires from all the utilities that serve (non-load related).
the population are located close together. Street works are
particularly challenging in central areas where access to dig in Load-related expenditure
the street is carefully controlled and therefore alternatives such Figure 7.20: LPN load related capital expenditure
as tunnelling underground become the efficient option. We are
looking closely at bolder strategic options to make the network
more resilient and release capacity to facilitate economic growth. 120
£m (2012 prices)
These challenges are done in a region where the costs of labour 100
are typically higher and the urban working environment, with 80
more indoor, basement and working restrictions leading to lower 60
productivity of our people.
40
The LPN plan remains largely a continuation of our spend profile 20
today. There is a step up in our direct capital expenditure which is 0
due to an increase in asset replacement expenditure required to
2019/20
2015/16
2020/21
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
2021/22
2022/23
2019/2020
maintain the long-term health of the network and the need for
greater reinforcement than we have seen in the current period
as we see the economy to recover strongly in London. In addition
to these we expect our civil costs to rise from those seen in the Load related
current plan period.
Figure 7.18: Current period expenditure total = £1.8 billion
(DPCR5 – eight year equivalent) We are expecting our expenditure on expanding and extendingDirect operating
the network to return to more normal levels0.1over the business
0.3
plan period. This is based on our core scenario that shows Indirect operatin
0.1 Network operating 0.4
0.3 costs a return to growth in peak demand, which alongside new
connections drives reinforcement spend. Our forecast average Non-load related
0.4 Indirect costs investment
annual spend in the forecast period is more than double than we
0.5 Load-related cap
expect to spend over the current plan period.
Non load related investment
0.5 This growth in demand is reflected in our0.5 expectations of Non-operational
Load related connection volumes which are shown in Figure 7.21, that investment
0.5 anticipate a significant increase in connections compared to the
Non operational capex current plan period.
20,000
7.18 300
V
HV and EHV connections
(RIIO-ED1)
LV connections
15,000
10,000 250
0.1 0.1 Load related
5,000
0.7 Non load related
0 200
0.5 107 59
2017
2015
2016
2018
2019
2020
2021
2022
2023
Indirect costs
LV LV DR5 average
OLD
0.3 Non operational capex HV & EHV HV & EHV VERSION
513DR5 average
720
7.16
0.6
RPEs Linear (LV DR5 average)
333
597
7.17 7.19
Asset replacement
We are currently reviewing all of our investment plans to
Our asset replacement expenditure is forecast to increase by seek further efficiencies in delivery, to recognise changes in
more than 20 per cent over the plan period. The additional mix and to validate the underlying data to support our future
asset replacement volumes are being driven by ever improving forecast costs and effects of the urban environment. These unit
understanding of the condition of our assets and how they costs are applied to our current view of the volumes of work
are expected to deteriorate over time. The new modelling to maintain our network to provide an expenditure profile.
approach ARP is improving how we decide on when and how We are undertaking further work to refine distribution asset
we intervene based on a more holistic view of risk and condition replacements unit costs before submission of the final business
of our assets. The results have shown additional replacement plan in July 2013.
volumes are required compared to the current plan period and
we are currently reviewing and validating these outputs e.g. via Expenditure on the asset types shown in Figure 7.23 represent
additional condition sampling. a large proportion of the increase in expenditure within
our forecast.
Figure 7.22: Actual/forecast asset replacement
We have also found significant efficiencies and potential
capital expenditure
reductions in need for investment in the asset types shown in
Figure 7.24 which represent a large proportion of the reductions
100 in spend, the remainder being spread across other asset types
due to the normal variation in replacement profiles.
80
£m (2012 prices)
60
40
20
0
2011/12
2010/11
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2019/2020
2019/20
Figure 7.23
Asset group Component Commentary
HV Switchgear 6.6/11kV ground Our approach to modelling the deterioration of these assets has improved with
mounted circuit breakers additional condition data. This is suggesting that there are significant volumes
of oil switchgear, which are likely to become more unreliable and are forecast
to require intervention
EHV Cable 33kV underground cable A programme of removing existing leaking oil cables is leading to increasing
(non Pressurised) volumes of these more environmentally friendly assets
123kV Cable 132kV underground cable A programme of removing existing leaking oil cables is leading to increasing
(non Pressurised) volumes of these more environmentally friendly assets
132kV Transformer 132kV Transformer Better condition information is suggesting that replacement within the current
population can be at a lower rate following the replacement programme in the
7.20
current plan
Figure 7.24
Asset group Component Commentary
LV Switchgear LV link boxes & LV pillars The rate of replacement of these assets reduces in the future business plan
(outdoor not period as the programme of replacements in the current period has seen a
at Substation) volume defective units replaced
HV Switchgear 6.6/11kV Ring There is a significant drop in expenditure as these assets are replaced by
Main Unit alternatives and the overall population falls
132 kV Switchgear 132kV indoor, gas A strategy of more refurbishments means our asset replacement spend
insulated, ground is reduced
mounted circuit breakers
14
12 Figure 7.27: Actual/forecast fault costs
10
8
6 29
4
2 28
£m (2012 prices)
0
27
2017/18
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2018/19
2020/21
2021/22
2022/23
2023/24
2019/2020
2019/20
26
25
24
Inspection & maintenance
23
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2023/24
2019/2020
2019/20
We expect our total inspection and maintenance expenditure to
remain broadly at the steady-state rate that we have seen during
the recent past. Our forecast inspection and maintenance costs Faults
are within approximately 5 per cent above those in the current
plan period and is a result of minor changes in approaches and Our total fault costs are based on our projections of fault rates by
workload across the plan. voltage and asset group multiplied by the forecast efficient cost
There are a number of upward drivers that outweigh the of fault repair for each of these.
efficiencies that we can foresee across the forecast plan period. Our projections of fault rates are generally forecast to be
A significant upward movement is the increase in volume of maintained at a constant level based on the delivery of our
underground cable inspections as we take a more in depth replacement and maintenance policies. We are forecasting rises
look at the deterioration of these assets that dominate the in HV underground cable and LV underground mains (those that
network in London. We are seeking to better understand and are not Concentric Neutral Solid Aluminium Conductor). This
7.21
evaluate the potential for sustained operational reliability and growth is expected due to deterioration in condition of these
how their condition is evolving. We are also anticipating greater assets. We are increasing our understanding of the condition of
maintenance costs for our 132kV switchgear and an increasing our underground assets through increasing our use of post-fault
workload to maintain the increasing length of tunnels that analysis and investigation. We are forecasting an average 0.6 per
we own. cent growth in faults per annum in these categories.
Figure 7.26: LPN I&M; composite unit cost efficiency trend
1.2
Figure 7.28: LPN faults composite unit cost efficiency trend
7.23 1.20
1.2
1.0
1.0 1.00
0.8
0.8
0.6 0.80
0.6
0.4 0.4 0.60
0.2
0.0
0.2
0.0
0.40 OLD
VERSION
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
0.20
2013
2014
2015
2016
2017
2018
Forecast
7.22 7.24
Overall the number of faults we are forecasting is expected to We believe that we will achieve greater efficiency and reductions
rise by around 11 per cent. We expect our unit costs to fall, such around our expenditure on inspection and maintenance and
that the total cost of repairing faults will remain broadly aligned continue to maintain our efficient level of indirect costs.
to our current annual cost of repairing faults. A summary of our forecast expenditure is shown in Figure
7.30 that shows how the main cost categories change from
Figure 7.29: LPN fault rate for 2015 to 2023 – LV underground
our current plan (to 2015) to the end of the forecast planned
cable (non-consac) and HV underground cable
expenditure (to 2023).
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
2022/23
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
2021/22
2022/23
32 22 23 15 261 15
31 24 253
30 11 12 24 24 15
250 26 21 15
£m (2012 prices)
26 12 13 14
10 61 13 13
26 13 61 13 10 14
17 63 62 63
200 60 64
LV Main (UG non-Consac) 59 65 64
56
150
LV Main (UG non-Consac) DR5 Average
159 154
131 130 138 134 125
100 118 113 109
105
HV UG Cable
50
HV UG Cable DR5 Average
40 42 42 41 41 41 41 42 42 42 42
0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
4,500
Total expenditure underpinning our plan Direct opex Direct capex Indirects
Non op and other costs Pension deficit 4,000
Tax allowance
In summary the LPN plan remains largely a continuation of
our spend profile today. There is a step up in our direct capital 3,500
expenditure which is due to an increase in asset replacement
expenditure required to maintain the long-term health of the 3,000
network and the need for growing reinforcement that we
anticipate from the later years of the current plan period as the 2,500
2015/16
2016/17
2017/18
2018/19
economy recovers strongly in London. In addition to these we
expect our civil costs to rise from those seen in the current
plan period.
7.26
LV Main (
LV Main (
7.25
Average
HV UG Ca
LV connections
10,000 200
Figure 7.31: Current period expenditure total = £1.9 billion
5,000 100
0.1 Network operating
0.2 0.4 costs
0 0
Indirect costs
2019
2015
2016
2017
2018
2020
2021
2022
2023
103
226 376
Non load related
0.6
Load related
LV
LV DR5 average
HV & EHV
OLD
0.6
80 123
Indirect costs
0.6 Non operational capex
60
40
OLD 488
0.4
RPEs
20
0
VERSION
7.30
2018/19
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2019/20
2020/21
2021/22
2022/23
7.27
Direct capital expenditure 360
7.28
additional condition sampling. 40
20
32
10 We are currently reviewing all of our investment plans to 30seek 28 30 29
£m
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
7.31
2019/20
costs. These unit costs are applied to our current view of the
10
volumes of work to maintain our network to form the total
expenditure plan. We are undertaking further work to refine 0
VERSION
distribution asset replacements unit costs before submission of
2010/11
2011/12
2012/13
2013/14
Load related
the final business plan in July 2013.
We are expecting our expenditure on expanding and extending Expenditure on the asset types shown in Figure 7.36 represent
the network to return to more normal levels over the business the significant rises in expenditure in our plans which are
plan period. This is based on our core scenario that shows a alongside more general rises in civil works.
return to more normal demand growth patterns.
We are also forecasting significant efficiencies and reduced
This forecast alongside new connections forecasts drives our need for investment in the asset types shown in Figure 7.37
reinforcement expenditure. Our forecast average annual spend which represent most of the of the reductions in the plan, the
in the forecast period is more than one and a half times than we remainder being spread across other asset types due to the
expect to spend over the current plan period. normal variation in replacement profiles.
7.29
Figure 7.36
Figure 7.37
12
10 The more significant movements are in ground mounted
8 substations civil works following a review of how we manage
6 our civil assets and deliver work. The workload for protection
4 schemes is also reducing in the forecast plan period following a
2 detailed survey of protection equipment and evaluation of the
0 appropriate policy to apply to the actual population of assets.
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2023/24
2019/20
2019/2020
2016
2012
2013
2015
2017
2018
2019
2020
2021
2022
2023
2024
poles missing from our asset register. We are also seeing growing
needs for other types of inspections including cable bridges. Forecast vs 2011/12
7.32
26 3,500 800
25 3,000 700
24
23 2,500 600
22 2,000 500
21
2017/18
2022/23
2015/16
2016/17
2018/19
2019/20
2020/21
2021/22
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2023/24
2019/2020
2019/20
LV Main (UG non-Consac)
Faults LV Main (UG non-Consac) DR5 Average
HV UG Cable
Our costs are based on our projections of fault rates by voltage
and asset group multiplied by the average cost of fault repair for HV UG Cable DR5 Average
each of these assets. Linear ( LV Main (UG non-Consac) DR5
Tree cutting expenditure
Average)
Overall we expect fault costs to be broadly similar to history
with volumes and costs falling slightly between our current plan Figure 7.43: Actual/forecast tree cutting costs
period and the future period but with greater efficiency in
repair faults. 7.8
Figure 7.41: SPN faults, composite unit cost efficiency trend 7.6
£m (2012 prices)
7.4
7.2
7.0
1.2
6.8
1.0 6.6
7.36
6.4
7.34
0.8
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2023/24
2019/2020
2019/20
0.6
0.4
0.2 Tree cutting
0.0
Our costs are based on the line length affected by trees. Our
2015
2012
2013
2014
2016
2017
2018
2019
2020
2021
2022
2023
2024
cost are held constant through the forecast plan period which
assumes that any increase cost due to additional new lines
Forecast vs 2011/12
affected by trees will be offset by efficiencies in delivering
tree cutting.
Our projections of fault rates are forecast to be maintained at
a constant level based on the delivery of our replacement and Total expenditure underpinning our plan
maintenance policies. We are forecasting rises in HV underground In summary the SPN plan remains largely a continuation of
cable and LV underground mains (those that are not Concentric our spend profile today, with little change between our latest
Neutral Solid Aluminium Conductor). This growth is expected forecast for the current plan period and future plan levels
due to deterioration in condition of these assets. We are of expenditure. There is a rebalancing of the mix of drivers
increasing our understanding of the condition of our underground underpinning the plan, showing the increased forecast for
assets through increasing our use of post-fault analysis and network reinforcement work (consistent across the region) and
investigation. We are forecasting an average 0.6 per cent growth cost of civil works, being offset by a reduction in the forecast of
in these faults per annum, but overall we are expecting a small need for asset replacement.
7.37
reduction in the fault volumes.
7.35
OLD
21 245 22 19 16 21.1 245
244.7
15.2 19.9 20.1
16.3 1
£m (2012 prices)
17.2 21
250 21 21 20 14 12 11 11 250 21 20.1
15 20 15.1 23.4 12.1 1513.0 2
17 15 23
19 12 13
20
20 18 11
17
9 transformation plans will have 17on the customer
15 facing 23functions
19.2 14.0 1
14 15 16 21.1 10.8 19
£m
15
(Customer Service, 200
Connections and Network
200
60.3Operations). 21 60.2 1159.6 59.1
VERSION
21 11 60.5 11.0
200
60 61 11 60 60 60 60 61
60 to deliver higher levels of11 59.7 5
60 59 59 59 We expect these transformations 58.7 60
150
150
59
service at a more efficient
150 cost. 59
100 113.6 120.3 120.1 116.5110.6 1
100 114 120 120 116 111 104 110 116 Average annual spends100 for our114total indirect
120 costs across85.7 all three
102.8
1
86 103 105
86 103
networks are therefore predicted to remain 50 consistent with the
50 current efficient level50and to be maintained46.3 over44.9
the 44.8
forecast
43.7 44.3 44.5 43.9 4
46 45 45 44 44 45 44 44 45 46 45 business plan period. This shows 46 a slight0 increase
45 in our
45 closely 44
0 0 (circa 1 per cent)2013
associated indirects costs that 2014 2015 2016 2017 2018 2019 2
reflects the
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
2013 2014
increase in direct work that we plan to complete 2015 2016 2
Directand
opexa focus on Direct ca
Direct opex Direct capex Indirects
increasing our call centre capabilities. There isIndirects
a small reduction Non op
Non op and other costs Pension deficit Tax allowance
Direct opex
(circa 3 per cent) in our business Direct
support costsPension capex the
that keeps
deficit Indirects
Tax allow
average total indirects costs flat over the forecast business
Common and allocated costs plan period.
7.38
200 running our property and transport were well regarded at the
150 previous review by Ofgem’s experts.
100 IT
50
Our expenditure on IT is much more dependent on the drivers on
0 our business to adapt to the changing needs and expectations
2015/16
2017/18
2021/22
2010/11
2011/12
2012/13
2013/14
2014/15
2016/17
2018/19
2019/2020
2020/21
2022/23
2023/24
2019/20
7.39
Ofgem’s previous review.
On materials it is based on our own internal forecasts of key
commodities and reflects the mix of materials that we purchase.
The latter is most effected by global movements and hence is
subject to the balance of supply and demand. The economic
downturn has generally suppressed demand amongst key
commodities with examples of the supply side allowing stocks to
run down leading to oversupply in some markets. We will review
all of these assumptions for our 2013 forecast business
plan submission.
£m (2012 prices)
Direct capital 1.1% 1.0% 100
expenditure 80
Direct operating 1.4% 1.3% 60
expenditure and 40
indirects
20
Efficiency 1.0% 0.9%
0
2013 2014 2013
2011 2012 2015 2014
2016 2015
2017 2016
2018 2017
2019 2018
2020 2019
2021 2020
2022 2021
2023
Pass through costs Transmission exit charges
All electricity distribution companies in Great Britain incur Pass through costs
costs due to the way in which the industry is structured and Pass through cost related revenue
over which they have no control. Three costs that we incur
are described in the Figure 7.47. Based on the transmission
companies business plans, we anticipate that Transmission Exit Figure 7.49: LPN pass through costs
Charges are expected to grow significantly (more than 60 per
cent for EPN and LPN and more than 80 per cent for SPN) over
120
the forecast plan period. The charts show the forecasts of these
£m (2012 prices)
charges for our three networks. Ofgem has proposed a lower 100
amount of expenditure for National Grid and therefore the values 80
shown here are likely to reduce. These will be refined in our next 60
business plan.
40
Figure 7.47 20
Pass through
item
Licence
Who charges them and why
Levied by Ofgem on all companies who are
0
2011 2014
2013
7.48
2012 2015
2013 2016
2014 2017
2015 2018
2016 2017
2019 2018
2020 2019
charges subject to their authority. The licence fee is Pass through costs
allocated by them in order to recover the Pass through cost related revenue
costs of their obligations in regulating the
electricity industry
Business rates Levied by HM Treasury based on the Valuation Figure 7.50: SPN pass through costs
Office’s assessment of the rateable value of
our assets 120
Transmission Levied by National Grid based on the capacity 100
£m (2012 prices)
7.49
20
agreed with Ofgem
0
2011 2014
2013 2012 2015
2013 2014
2016 2015
2017 2016
2018 2017
2019 2018
2020 2019
2021 2020
2022 2021
2023
7.50
Business plan | >pg99
8 Financing: what this means for bills
500 plan period for LPN and SPN, with400bills in EPN rising due
£m (2012 prices)
£m
400 300
300 constant for the remainder of the forecast period to 2023.
CAGR: 4.8% CAGR: 0.5% 200
200
We have estimated the impact on domestic and non-domestic
100
0
100
customers. This has been done by extrapolating from today’s
charges in line with the increase in 0revenue that we have
OLD
2018/19
VERSION
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2020/21
2021/22
2022/23
2019/2020
2019/20
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/2020
estimated we need to finance our businesses in the forecast
plan period.
Underlying this is the flat revenue profile for our three networks,
Profiled revenue
Profiled revenue Profiled revenue ex pass through with rises beyond 2015 due to inflation for LPN andProfiled
SPN, revenue ex pass through
whereas for EPN revenues flatten from 2019. If we were to
exclude the effects of pass through costs we would expect to
see bills fall in real-terms. We show the real-terms bill impact
LPN revenues are forecast to average £422 million per annum, in Figure 8.5 and Figure 8.6 (including pass through costs) to
with a zero compound average growth rate from 2015. demonstrate the underlying cost impact of our plans (without
the inflation impact).
Figure 8.3: LPN revenue profile (real terms)
This forecast business plan500
should see each of our networks
remain amongst the lowest450cost electricity distribution
400
600 companies in Great Britain.350
CAGR: 6.5% CAGR: 0.0%
£m (2012 prices)
£m
250
(consumption = 3,330kWh) (excluding inflation)
300 200
OLD
8.1
CAGR: 6.6% CAGR: -1.5% 150
200
100
0
160
140
100
50 VERSION
0
£ (2012 prices)
120
2019/20
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2020/21
2021/22
2022/23
2019/2020
2018/19
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2020/21
2019/2020
100
80
60 Profiled revenue
Profiled revenue Profiled revenue ex pass through 40 Profiled revenue ex pass through
20
SPN revenues are forecast to average £352 million per annum, 0
with a zero compound average growth rate from 2015.
2018
2009
2010
2011
2012
2013
2014
2015
2016
2017
2019
2020
2021
2022
2023
Figure 8.4: SPN revenue profile (real terms)
EPN LPN
SPN 400 DNO average
CAGR 9% CAGR
DNO average forecast Highest cost DNO
600 350
500 CAGR: 8.1% CAGR: 0.0% 300
£m (2012 prices)
2020/21
2021/22
2022/23
2019/2020
2019/20
0
£ (2012 prices)
350
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/2020
300
250
200
Profiled revenue Profiled revenue ex pass through 150 Profiled revenue
100 Profiled revenue ex pass through
50
0
2021
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2022
2023
EPN LPN
SPN DNO average
DNO average forecast Highest cost DNO
8.3
Business plan | >pg103
9 Managing risk and uncertainty
A key consideration for our business plan is the management of risk and
uncertainty in a time of transition to a decarbonised energy sector in the UK.
We are mindful of our obligations as a DNO to manage risk in the interest of
all our stakeholders. We have a well-developed strategy for the management
of corporate risk and this is reflected in our business plan. The primary
considerations in developing our approach to risk management in our forecast
business plan are to:
• Recognise that we are best placed to manage risks to the delivery of the
business plan
• Reflect the overall risks with an appropriate rate of regulated return on equity
• To use uncertainty mechanisms proposed by Ofgem where we can materially
demonstrate that we have considered the impact on customers as well
as stakeholders
Figure 9.1
Category Area of Uncertainty Our Proposed Uncertainty Mechanism
Load • Rate of take up of low carbon technologies • A measure of the volume of work we have to
(e.g. electric vehicles, heat pumps) – time to connect undertake on our low voltage network as a result of
• Rate of load growth due to decarbonisation low carbon technologies connecting –
annual frequency
• Ability to predict and manage load growth
• Clustering – regional combination of low
carbon technology take up and load growth due
to decarbonisation
Non-load • New technologies on the network (new standard of • Re-opener in 2019
higher specification to be rolled-out as part of
non-load replacement)
Cost • Increase in general official measure of inflation • Indexation of annual revenues
• Costs of operating network business outturns higher • Ex ante allowance with cost saving/overrun sharing
than forecast with customers
• Higher than inflation increase in cost of material • Fixed ex ante allowance
(e.g. copper, fuel) • Allowed pass through of efficient costs
• Increase in pension deficit caused by exogenous factors
Specific issues • Government requirements to increase security • Re-opener in 2019 to allow for efficiently incurred cost
standards increases
• Legislation to enable local authorities to increase • Re-opener in 2019 to allow for efficiently incurred cost
charges for lane rental for essential infrastructure increases
repair works • Re-opener in 2019 to allow for efficiently incurred cost
• Increased expenditure to allow network systems to increases
recover from major national outage • Re-opener in 2019 to allow for efficiently incurred cost
• Increased costs of roll out of new innovations increases
in technology
A
Asset risk and prioritisation (ARP)
Customer interruptions (CIs)
The number of customers whose supplies have been interrupted
per 100 customers per year over all incidents, where an
interruption of supply lasts for three minutes or longer, excluding
Models for establishing and forecasting the health of network re-interruptions to the supply of customers previously interrupted
assets. The ARP models use a combination of information relating during the same incident.
to an asset’s age, environment, duty and specific condition and
performance information to derive a health score for each asset, Customer minutes lost (CMLs)
underpinned by proximity to end of life and probability of failure
The duration of interruptions to supply per year – average
customer minutes lost per customer per year, where an
B
Business carbon footprint (BCF)
interruption of supply to customer(s) lasts for three minutes
or longer
C
Capital expenditure (Capex)
to the distribution network . There are many types and sizes of
distributed generation facilities. These include Combined Heat and
Power (CHP), wind farms, hydro-electric power or one of the new
smaller generation technologies such as photo-voltaic cells
Expenditure on investment in long-lived distribution assets, such
as underground cables, overhead electricity lines and substations Distribution network operators (DNOs)
Combined heat and power (CHP) A DNO is a company which operates the electricity distribution
network which includes all parts of the network from 132kV down
The simultaneous generation of usable heat and electricity in a to 230V in England and Wales. In Scotland 132kV is considered
single process, thereby discarding less wasted heat to be a part of transmission rather than distribution so their
operation is not included in the DNOs’ activities. There are 14
Compound annual growth rate (CAGR) DNOs in the UK which are owned by six different groups
Average annual growth rate over a defined period of time
Distribution price control review 5 (DPCR5)
Distribution price control review 5. This price control runs from 1
April 2010 until 31 March 2015
E
EA
The price per unit of electricity that a utility or supplier has to
pay for renewable electricity from private generators. These are
used to encourage distributed renewable generation through
private generators
Environment Agency
Forecast business plan questionnaire (FBPQ)
Eastern Power Networks (EPN)
Questionnaire through which data is submitted to Ofgem to help
One of the three distribution network licence areas owned and form Ofgem’s initial views on the revenue requirements for price
operated by UK Power Networks. The EPN network covers the control reviews
East of England
H
addition, the regulations specify power quality and supply
continuity requirements to ensure an efficient and economic
electricity supply service to customers
Health index (HI)
Extra high voltage (EHV) Framework for collating information on the health (or condition)
Voltages over 20kV up to, but not including, 132kV of distribution assets and for tracking changes in their condition
over time. The HI will be used by Ofgem to inform an assessment
of the efficacy of the DNOs’ asset management decisions over the
price control period. Health index arrangements were introduced
as a part of DPCR5
O
their targets for the number of customers interrupted per 100
customers (CI) and the number of customer minutes lost (CML)
L
Load index (LI)
Framework for collating information on the utilisation of individual
P
Photovoltaic (PV) connection assessment tool
substations or groups of interconnected substations and for
tracking changes in their utilisation over time. The LI will be used Planning tool which assesses the impact of concentrations of
by Ofgem to inform an assessment of the efficacy of the DNOs’ small scale generation on our networks e.g. solar panels, enabling
general reinforcement decisions over the price control period. The us to provide a better and faster service to our customers
Load Index was introduced as a part of DPCR5