[{"data":1,"prerenderedAt":95},["ShallowReactive",2],{"c1hYwxJEV0":3},{"data":4},{"id":5,"status":6,"title":7,"split":8,"strap":9,"intro":10,"blocks":11,"stats":89,"commitments":90,"next":91},15,"published","Operational performance",2,"Explore our focus areas","\u003Cp>In addition to keeping the lights on, safely and sustainably, we are responsible for caring for our customers in the most vulnerable circumstances across our communities. That means we are continuously balancing the sometimes competing demands of value for money, the need to innovate, efficiency, safety and the overall resilience of our network.\u003C/p>",[12],{"item":13},{"id":14,"title":15,"intro":16,"items":17,"pages":18,"case":88},17,"Performance",null,[],[19,34,48,62,75],{"basic_id":20},{"id":21,"status":6,"title":22,"split":16,"strap":23,"intro":24,"next":14,"blocks":25,"stats":28,"commitments":33},16,"Health and safety","Ensuring safety","\u003Cp class=\"p1\">Health and safety is and always will be our top priority. Ours is a hazardous industry and we take the utmost responsibility to keep our employees and the public safe.\u003C/p>\n\u003Chr>\n\u003Cp class=\"p1\">UK Power Networks distributes electricity safely and reliably to satisfied customers at the lowest cost. These priorities are all crucial, but safety wins every time.\u003C/p>\n\u003Cp class=\"p1\">It is always at the forefront of our minds that electricity is dangerous. We know that safety is rooted in the psychology of us all as human beings as much as it is in equipment and processes. We are meticulous and rigorous at a company level; alongside that discipline, we have a culture where everyone who works for or with UK Power Networks recognises that each of us has a personal responsibility to ourselves and our colleagues to make safety our number one priority.\u003C/p>\n\u003Cp class=\"p1\">We had three Lost Time Injuries in 2023/24, where the employees concerned needed to take at least one day off work. None of those three involved electrical activity. Two happened because of lack of attention to the potential hazards in the surroundings and the other was caused by incorrect lifting technique. We have zero tolerance of accidents in the workplace, so three such accidents is three too many. We continue to reinforce our message to employees and contractors alike that safety must be our primary concern and each of us is responsible for our role in delivering a safe working environment.\u003C/p>\n\u003Ch4 class=\"p2\">Corporate memory\u003C/h4>\n\u003Cp class=\"p1\">There is no substitute for firsthand experience for imprinting an event on our minds, but of course no one wants to experience or witness an accident. To capture some of the immediacy of safety failures of the past, we are building a stock of stories drawn from the collective memories of UK Power Networks and its predecessor companies.\u003C/p>\n\u003Cp class=\"p1\">At a series of forums and workshops, we are sharing these with employees in a way that sticks in their minds; they are the stories of real colleagues. These accounts set out the circumstances that led to the accident and describe what happened. We also examine what we have learnt from the accident and what we do differently in light of those lessons.\u003C/p>\n\u003Cp class=\"p1\">There are circumstances where we have no choice but to work on live overhead electricity lines to fix a fault. This is particularly hazardous and the small group of employees who work on live lines need highly focused training and preparation. We hold an annual conference for this group and this year we shared stories going back to 1975, chronicling the context and combination of circumstances that led to accidents, some of which – sadly – were fatal. The delegates at the conference were all too able to relate to these accounts. By building this corporate memory of what can go wrong, and spreading it throughout the workforce using case studies and role plays, we are striving to eliminate such accidents in the future.\u003C/p>\n\u003Ch4 class=\"p2\">Continuing to embed safety awareness in our operations\u003C/h4>\n\u003Cp class=\"p1\">Since February 2023, UK Power Networks has held weekly company-wide Safety Calls at which representatives from across the business share safety performance and other relevant reports that everyone can learn from. The calls provide the leadership team with a holistic picture of safety throughout the company. A nominated leader reports on each area of the business from a safety perspective and a safety league table shows where each area is in relation to its peers. Activities are ranked and the focus is on improvement rather than criticism. The reports cover safety incidents and near misses, compliance breaches or changes and anything else that is relevant.\u003C/p>\n\u003Cp class=\"p1\">The output of the call is an action plan for each area, designed to address any gaps identified. This approach mirrors what we do in our customer service and network reliability functions. Since starting these calls we have seen significant improvement in safety compliance across the board, including, for example, better reporting levels and reduction in missed appointments relating to health and fitness to work.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Safety climate survey\u003C/h4>\n\u003Cp class=\"p2\">The UK Health and Safety Executive (HSE) runs a simple online questionnaire that measures a company’s safety climate and explores employees’ attitudes and perceptions in key areas of health and safety. The survey results in a report that provides the company with an analysis of its safety ethos in the context of its peer group and indicates those areas in the business where its approach to safety is strong, neutral or in need of attention. In 2023/24, UK Power Networks was in the top 10% of its peer group for six of the eight categories and in the top 40% for the remaining two. The report is helpful in identifying areas such as reporting of accidents and near misses where we need to improve our performance. Despite the accidents in recent years, UK Power Networks was once again recognised by the Energy Networks Association (ENA) as the safest DNO in Great Britain in 2023. We nevertheless remain vigilant and committed to continuous improvement in our safety record.\u003C/p>\n\u003Ch4 class=\"p1\">Employee health and well-being\u003C/h4>\n\u003Cp class=\"p2\">As well as striving to eradicate all possibilities of hazards in the workplace, we also want our employees to be healthy and well. Employees have access to an app that provides support such as advice on nutrition, sleep and mindfulness, as well as kiosks to check physical health indicators such as blood pressure and BMI. In July 2023, following analysis of the data provided by our occupational health team, we ran an awareness campaign to encourage employees to lose an inch or two from their waistlines to avoid the health problems associated with carrying extra weight in that area.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Public safety\u003C/h4>\n\u003Cp class=\"p2\">As well as doing everything we can to make UK Power Networks safe for those working for the company, we are also committed to ensuring that our actions or mistakes are not responsible for any harm coming to members of the public. Using a multi-channel communications approach, we reached over 0.6 million members of the public with our safety messages, against a target of 300,000 for this period. At the end of year one of this new five-year ED2 regulatory period, we have already reached 40% of our target of 1.5 million members of the public.\u003C/p>\n\u003Cp class=\"p2\">In 2023/24, we continued to establish a strong focus on engagement with high-risk groups as identified through analysis of incident data from the previous reporting period. Public data from 2022/23 showed that contact with underground services makes up 39% of the safety incidents in the year, interference with the network accounted for 17% and contact with overhead lines was 16% of the total. This informed the public safety approach for 2023/24.\u003C/p>\n\u003Cp class=\"p2\">Below is a sample of the public safety initiatives we have run:\u003C/p>\n\u003Cul>\n\u003Cli class=\"p3\">Social media campaigns to target the building industry.\u003C/li>\n\u003Cli class=\"p2\">Continued the rollout of our external trailer safety stickers for Look Up and Look Out, with the NFU/RHA (Road Haulage Association) and British Sugar.\u003C/li>\n\u003Cli class=\"p2\">Extended collaboration with the RHA.\u003C/li>\n\u003Cli class=\"p2\">Over 54,000 safety-related resources provided to third parties, including to specific trade associations identified as high-risk.\u003C/li>\n\u003Cli class=\"p2\">Attended and delivered key safety messaging at 42 external events focused on SME builders/trades, streetworks practitioners, the agricultural community, and the construction industry.\u003C/li>\n\u003Cli class=\"p2\">Line Search Before You Dig (LSBUD) working party collaboration continues. Safety information is provided to all customers requesting UK Power Networks plans.\u003C/li>\n\u003C/ul>",[26,27],26,49,[29,30,31,32],1,28,29,30,[],{"basic_id":35},{"id":14,"status":6,"title":36,"split":16,"strap":37,"intro":38,"next":39,"blocks":40,"stats":42,"commitments":47},"Network reliability","Maintaining reliability","\u003Cp class=\"p1\">With the growth in low-carbon technologies powered by electricity, our customers are ever-more reliant on a reliable power supply. We are working tirelessly to deliver that.\u003C/p>\n\u003Chr>\n\u003Cp class=\"p1\">At UK Power Networks we pride ourselves on the reliability of our networks. Keeping the lights on is a key priority, whatever the weather or nature throws at us.\u003C/p>\n\u003Cp class=\"p1\">Most of our customers had an excellent service from us in 2023/24, but the power supply for a small number of people in our area of operations fell below our usual standard. Some of the interruptions to our service were caused by a small number of large, unrelated events. Other power cuts were caused by equipment malfunctioning. We are taking a careful look at our network and operational processes to find out why these events happened and why they had such an impact, and to do all we can to ensure our service is back to the excellent levels that we expect.\u003C/p>\n\u003Cp class=\"p1\">Our record shows us to be one of the most reliable DNO groups in the country, out-performing Ofgem performance targets by over 30% in the last regulatory period, RIIO-ED1. We are determined to continue to deserve our reputation for reliability in the current period, ED2. Our push for ever-greater reliability continues to focus on two main fronts: finding new ways to prevent faults rather than waiting for them to need to be repaired, and making greater use of remote control to restore customers’ supplies more quickly and efficiently.\u003C/p>\n\u003Ch4 class=\"p2\">Automating to improve network reliability\u003C/h4>\n\u003Cp class=\"p1\">Automation of the network is a crucial element in how we ensure that it runs smoothly and, when there is an interruption, it helps us get up and running again quickly without the need for manual intervention. Our deployment of remote-control technology increased considerably this year, and this is set to continue. We have now fitted over 14,000 of our substations with this kit to restore the electricity network remotely. We have the ambitious target of installing remote control equipment in over 5,000 substations across our area of operation, for both our HV (High Voltage) and LV (Low Voltage) networks. This involves, for example, retro-fitting remote switches on some older HV switchgear, replacing some with newer remote controllable ones and installing LV reclosers.\u003C/p>\n\u003Cp class=\"p1\">We have about 3,000 sets of LV reclosers, which we routinely deploy across our LV network. These reclosers quickly restore the power supply after a transient LV fault and collect enough information about the fault to enable us carry out repairs.\u003C/p>\n\u003Cp class=\"p1\">The next step in our proactive repair strategy is to introduce LV fault monitors. Whereas we use the LV reclosers to target specific LV circuits, we mostly use the LV fault monitors to keep a check on every LV cable coming out of the substation. The LV monitor records any disturbance it detects on the network and identifies where a fault is developing. That means we can find it and fix it before it becomes a problem for customers. The monitors also help us to keep any eye on network loads at any time. That means that when people are connecting low-carbon technology such as EVs and heat pumps, we have a better idea of how this is affecting the network, so we can be better prepared to handle the additional load. We made an important pledge to our customers that they won’t see a reduction in the quality of their supply as a result of our Net Zero commitments. The project to install 5,000 LV monitors over the course of ED2 (up to 2028) is central to that promise.\u003C/p>\n\u003Cp class=\"p1\">In 2023/24, our LV reclosers were used 2,417 times, which means that we avoided 1.27 Customer Interruptions per 100 connected customers and 2.09 Customer Minutes Lost per connected customer.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p2\">Worst served customers\u003C/h4>\n\u003Cp class=\"p1\">The focus of our programmes to continually improve the reliability of our network tends to be on reducing both the frequency and duration of power cuts for the majority of our customers. Nevertheless, we also want to address the position of the few and far between customers – fewer than 0.3% of them – who experience repeated power cuts. In the previous regulatory period (ED1), customers who had 12 high voltage faults in a three-year period, including a minimum of three faults in each year, were classed as Worst Served Customers according to Ofgem’s definition. This criterion has now changed, with the minimum three faults in each year reducing to two.\u003C/p>\n\u003Cp class=\"p1\">This change means a 70% increase in the number of customers falling into the 'worst served' category. We have a programme of improvements to address these shortcomings, involving considerable capital investment, such as putting overhead lines underground. In the last year we have designed and delivered 40 such initiatives to support these poorly served customers, which is the approximate number we completed in the whole eight-year period of ED1.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p2\">Technical innovations supporting network resilience\u003C/h4>\n\u003Cp class=\"p1\">Our innovations team is always striving to improve the reliability of our network, and 2023/24 has seen the introduction of a range of new technologies designed to make the network more resilient. These include satellite technology (see case study, above), robot dogs, and drones to spot faults on the line.\u003C/p>\n\u003Cp class=\"p1\">Some of the tunnels we need to inspect are too small or unstable to send people into them, so we send the robotic dog, Spot, which is about the size of a Labrador. It goes into these tight spaces to capture camera footage and thermal imaging. These are combined with a new machine-learning platform using historical data to make sure underground cables remain reliable. The data also allow us to assess how quickly the infrastructure’s condition changes. Initial results revealed Spot’s potential to reduce the time taken to do maintenance inspections by up to 50%.\u003C/p>\n\u003Cp class=\"p1\">We are also trialling the use of drones, piloted by trained UK Power Networks specialists, to locate faults on overhead lines. Previously, operational staff walked the length of such lines to find reported faults, and the drones save a great deal of time, meaning we can fix the faults more quickly and it’s safer than foot patrols.\u003C/p>",18,[41,31],27,[43,44,45,46],3,4,31,32,[],{"basic_id":49},{"id":39,"status":6,"title":50,"split":16,"strap":51,"intro":52,"next":53,"blocks":54,"stats":57,"commitments":61},"Customer satisfaction","Keeping customers satisfied","\u003Cp class=\"p1\">Our culture focuses on understanding what our customers want and expect and providing service that meets those needs, tailoring it to their individual requirements whenever we can. This approach has earned us another year of increased customer satisfaction.\u003C/p>\n\u003Chr>\n\u003Cp class=\"p1\">While the safety of our employees and the public is always our number one priority, customer satisfaction has been a key strategic focus for UK Power Networks since its formation in 2010.\u003C/p>\n\u003Cp class=\"p1\">We have built a culture in which everyone who works for the company recognises the importance of doing what is right for our customers. Since those early days of UK Power Networks, we have improved our customer satisfaction ratings every year. This year, 2023/24, we once again achieved an industry-leading Broad Measure of Customer Satisfaction (BMoCS) score from Ofgem of 94%, up from 93.8% in the previous year.\u003C/p>\n\u003Cp class=\"p1\">We provide a safe, reliable, cost-effective power supply. As the economy reduces its reliance on fossil fuels and progresses towards Net Zero emissions, ever-greater pressure on the clean electricity network means we are continually upping our game. We have met the twin challenges of increasing customer service expectations and the inexorable rise in demand for renewable generation head on, increasing our customer satisfaction on an already high base. The culture we have built at UK Power Networks means our people are highly motivated to put themselves in the shoes of our customers and deliver better and better service every time.\u003C/p>\n\u003Ch4 class=\"p2\">A more granular approach\u003C/h4>\n\u003Cp class=\"p1\">We are now one year into the new regulatory period, RIIO-ED2, which began in April 2023. This has heralded a more granular approach to measuring customer satisfaction; we now measure it in categories such as business customers, low-carbon technology customers and vulnerable customers. This gives us a far superior level of detail that supports our targeted approach to taking care of our customers. These insights mean that we have adapted some of the ways that we approach customer service, such as how to triage customer enquiries and which partners we work with to deliver that service. For example, we have changed the order in which things happen in the connections process. Having an engineer visit the property early in the process means we understand the customers’ requirements better. This in turn means that the connection is much more likely to be right first time, particularly in the case of a complex installation.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Challenging assumptions to free up connections\u003C/h4>\n\u003Cp class=\"p2\">Our commitment to excellent customer satisfaction applies throughout the business: in the field, at the corporate level and everything in between. We want to support customers in their wish to decarbonise their lives and we recognise that there are infrastructure challenges thwarting that ambition. The vast majority of projects that want to connect to our network can do so, and individual householders who want to connect clean energy technology like electric vehicle charge points and solar panels can continue to do so. Constraints on the national transmission network mean there is not always enough capacity to connect much larger projects in all areas. UK Power Networks is leading the industry in accelerating large-scale connections.\u003C/p>\n\u003Cp class=\"p2\">We are challenging established industry assumptions to free up capacity for renewables to connect. We are leading a UK-wide project called Technical Limits which is freeing up nearly 4 GW of capacity for new connections in our licence areas alone, cutting years off the waiting times for large renewable energy projects to connect.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Data driving our approach\u003C/h4>\n\u003Cp class=\"p2\">Our business, along with many others, is hungry for more and better data. The insights from well-managed data are driving change at UK Power Networks. Our user-focused approach to data management has had a significant impact on operational success throughout the business. Our systematic improvements in data handling and analysis have contributed to that success. Rigorous data quality measures have helped instil deep trust in our data, so we can make informed decisions based on reliable insights.\u003C/p>\n\u003Cp class=\"p2\">In relation to how we serve customers, for instance, we now have same-day tracking of customer service performance.\u003C/p>\n\u003Cp class=\"p2\">This means we can see the detail of how we are performing at a granular level as well as being able to see trends mapped against the customer journey. This attention to detail means we can spot where there are problems in the process and act quickly to rectify them.\u003C/p>",19,[55,56],50,51,[58,59,60],5,6,33,[],{"basic_id":63},{"id":53,"status":6,"title":64,"split":16,"strap":65,"intro":66,"next":67,"blocks":68,"stats":71,"commitments":74},"Value for money","Delivering value for money","\u003Cp class=\"p1\">Two central elements of our vision are to be a respected and trusted corporate citizen and to be sustainably cost efficient.\u003C/p>\n\u003Chr>\n\u003Cp class=\"p1\">Providing value for money for our customers is a fundamental responsibility that we take with the utmost seriousness, particularly in these times of financial pressure caused by the cost-of-living crisis. Many of the innovations we have introduced in 2023/24 are designed with value for our customers’ money in mind.\u003C/p>\n\u003Ch4 class=\"p2\">Customer videos speed up LCT connections\u003C/h4>\n\u003Cp class=\"p1\">As people want to connect equipment such as EVs and heat pumps in ever-greater numbers, more of them are coming directly to us rather than going through installers. The Fuse Upgrade that is required is complicated and requires information customers don’t have and uses technical language many won’t understand. This can lead to them submitting incorrect information which makes the process longer and more complicated for the customer.\u003C/p>\n\u003Cp class=\"p1\">Building on work we’ve already done to make the process easier for installers, we can now use video surveys that customers complete at their own convenience. These allow our staff to identify what work is required, without the need for complex, technical questions. For example, an external view of the customer’s home tells us if their supply is fed through overground or underground cables, and this is not necessarily apparent to customers. The information we gather allows us to assign the correct engineer for the job quickly and increases the proportion of work that is delivered right first time. This speeds the process up considerably, reducing customer frustration and saving both time and money.\u003C/p>\n\u003Cp class=\"p1\">During 2023/24, we supported 300 customers through video calls and in 100 cases, the video calls told us that the faults were internal; without those calls we would have sent an engineer to investigate, so we saved 100 unnecessary engineer visits.\u003C/p>\n\u003Cp class=\"p1\">We are building on the success of this project, and are now looking to roll this solution out to other areas of the business to make better use of our resources, thereby reducing our operating costs thanks to fewer aborted connections engineer visits.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Automated Tunnel Data Capture\u003C/h4>\n\u003Cp class=\"p2\">In 2023/24, we started using a robot (see \u003Ca href=\"/operational-performance/network-reliability\">here\u003C/a>) to carry out tunnel and shaft inspections. The robot can work tirelessly and accurately, with none of the safety risks involved in sending a person into these confined spaces. It works more quickly and, thanks to AI, detects anomalies and defects that are not obvious to the naked, human eye, so we fix the problems sooner. This project was funded by UK Power Networks, and the savings that it will make on behalf of customers are significant.\u003C/p>\n\u003Ch4 class=\"p1\">Flex provides saving on reinforcement costs\u003C/h4>\n\u003Cp class=\"p2\">We consistently market test all future network needs to identify the lowest cost option to deliver capacity. This year we market tested £470m of network investment across 450 sites through our twice-yearly flexibility tenders and delivered £91m benefits to customers by using flexibility to defer distribution network investment. The independent DSO Supervisory Board (see case study, below) challenged us to ensure our network investment levels remain sustainable to meet future demand, while keeping costs low for consumers. We are on track to deliver our business plan commitment of a £410m reduction in network reinforcement spend during RIIO-ED2. 100% of these savings flow to bill-payers rather than shareholders. The savings this year will result in customer bills being lower than they would otherwise have been.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">£1.3m worth of free electricity for 24,000 households\u003C/h4>\n\u003Cp class=\"p2\">We worked with Octopus Energy to launch an offer that allows customers with a smart meter to use spare green electricity at no cost (see \u003Ca href=\"/operational-performance/innovation-path-to-net-zero\">here\u003C/a>). 24,000 customers enrolled for this in 2023/24, with 77% taking part at each event. The offer makes use of the excess green electricity that is generated when it is sunny or windy. This is another example of us finding ways to provide value for our customers.\u003C/p>\n\u003Cp class=\"p2\">We ran sessions with Octopus Energy, to share our learnings with other DSOs, to support the service to scale up, so that more customers across Great Britain can take part. We are pleased to see National Grid Electricity Distribution (NGED) committing to introduce demand turn-up from 2025. Building on the success of our work with Octopus, we engaged with other energy suppliers with significant customer bases to understand their appetite to provide flexibility and identify any barriers we could help address. This resulted in us awarding contracts to British Gas and OVO which, together with Octopus, supply energy to more than 50% of domestic customers in the UK.\u003C/p>",20,[69,70],52,53,[72,73],7,34,[],{"basic_id":76},{"id":67,"status":6,"title":77,"split":16,"strap":78,"intro":79,"next":80,"blocks":81,"stats":84,"commitments":87},"Innovation and the path to Net Zero","Innovation and the path towards Net Zero","\u003Cp class=\"p1\">We never forget that we have a responsibility to provide value for money for our customers. This principle underpins every decision we make in the business. It is the reason, for example, that we structured our Distribution System Operator (DSO) in a way that has the best interests of our customers at heart.\u003C/p>\n\u003Chr>\n\u003Cp class=\"p1\">Innovation is vital for the future of our network. It helps us keep at the forefront of developments in our field, keep costs down for customers, and helps ensure we are ready to facilitate a fair transition to a low-carbon economy.\u003C/p>\n\u003Cp class=\"p1\">Many innovative projects we work on are technical engineering solutions that both enhance and inform the way we manage our network. These may include digitising traditionally analogue systems to give network operators greater visibility of our network, or helping more green technologies to connect on our journey to Net Zero. Some of our innovations are rooted in our approach to data collection and management, others relate to the way we manage our customer service or our relationships with partners of all kinds.\u003C/p>\n\u003Cp class=\"p1\">This regulatory year we became the first ever network operator in the UK to establish a legally-independent Distribution System Operator, which further underlined our bold approach to innovation. Led by a director, the DSO is scrutinised by an independent Supervisory Board that is tasked with ensuring our investments provide value for customers.\u003C/p>\n\u003Cp class=\"p1\">Our approach to planning the future of our network is to put flexibility first. In other words, we look for ways to get the most from our network before building new infrastructure. That helps to ensure that when we do build new infrastructure it’s the right capacity in the right place at the right time.\u003C/p>\n\u003Chr>\n\u003Ch3 class=\"p2\">Ambitious and groundbreaking innovations\u003C/h3>\n\u003Cp class=\"p1\">The ambition of Net Zero continues to drive our innovations and is a recurring theme in the many advances we saw in 2023/24.\u003C/p>\n\u003Ch4 class=\"p3\">Day ahead flexibility\u003C/h4>\n\u003Cp class=\"p4\">In March 2024, we were the first network to offer a day-ahead flexibility product at a distribution level. Daily mini tenders are held to secure services for the next day, in addition to the traditional twice-yearly flexibility tenders. These mini-tenders enable flexibility providers to give a more accurate picture of their availability, creating new business opportunities and allowing them to coordinate their services in other areas, such as wholesale markets and ancillary services. This new product helps flexibility providers manage supply and demand peaks more effectively, by allowing them to commit to changes in their operations one day in advance.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Powercast – putting EV drivers in charge\u003C/h4>\n\u003Cp class=\"p2\">We are always looking for ways to encourage EV driving. In March 2024, we helped ev.energy launch an innovative feature on their charging app, helping EV owners stay charged in the event of a planned power cut. The app provides alerts to EV drivers about both planned and unplanned power cuts, so people can plan ahead and charge their cars before the outage starts.\u003C/p>\n\u003Cp class=\"p2\">Known as ‘Powercast’, the free feature works by linking ev.energy’s system with UK Power Networks’ live power cut data, which shares real-time information. ev.energy passes the key facts on to the driver and provides advice on alternative charging methods so they can make an informed decision of what to do.\u003C/p>\n\u003Ch4 class=\"p3\">Neat Heat: Trial opens the door to low carbon heating\u003C/h4>\n\u003Cp class=\"p2\">Decarbonising heating is a vital part of the path to Net Zero and in 2022 we launched a trial to test how we can move heat demand away from peak electricity hours. By installing suitable zero-emission, smart heating systems in homes which might have trouble installing traditional heat pumps, and by taking advantage of an innovative ‘type-of-use’ tariff developed by OVO, we proved the ability to shift electricity demand for heating outside peak hours by over 90%. The groundbreaking Neat Heat project could enable millions of small households to cut their carbon emissions significantly.\u003C/p>\n\u003Cp class=\"p2\">During the trial, the Zero Emission Boiler® (ZEB) ‘charged’ when electricity was cheaper or greener based on OVO's price signals. With a high-density storage core, the ZEB makes the most of off-peak tariffs to charge up overnight or during the day, efficiently storing this energy and releasing it when the thermostat calls for heat or hot water.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p3\">Support for Local Authorities planning for Net Zero\u003C/h4>\n\u003Cp class=\"p2\">Around 100 of the 133 Local Authorities (LAs) in the UK Power Networks region have declared a climate emergency, and over 300 across the UK have done the same. LAs need help to produce and deploy an effective Local Area Energy Plan (LAEP) and UK Power Networks has developed an innovative approach to do that.\u003C/p>\n\u003Cp>We have built a web-based geospatial tool, called \u003Ca href=\"https://www.yourlocalnetzerohub.co.uk/\" target=\"_blank\" rel=\"noopener\">‘Your Local Net Zero Hub’\u003C/a> that enables Local Energy Planners to use extensive, sophisticated data sets to analyse and design ways to decarbonise their area and produce effective LAEPs that will help plan energy use for decades to come.\u003C/p>\n\u003Ch4>Spotlight\u003C/h4>\n\u003Cp>Not all our innovation is designed to cut carbon emissions directly. We also put our creative minds to addressing vulnerability and the inequalities that can trigger. The Spotlight project uses data modelling and machine learning to identify customers who may need more support with greater accuracy. It pulls together a huge range of data sources into a useable, comprehensive resource which allows us to understand our vulnerable customers with a degree of granularity that we have not seen before. The information it provides means we can shape our services and communicate with customers in ways that we know will be relevant for the needs we have identified. See \u003Ca href=\"/responsible-business/social-responsibility\">here\u003C/a> for more detail.\u003C/p>",21,[82,83],62,54,[85,86],9,35,[],[],[],[],{"id":21,"status":6,"title":22,"split":16,"strap":23,"intro":24,"next":14,"blocks":92,"stats":93,"commitments":94},[26,27],[29,30,31,32],[],1737733128543]