[{"data":1,"prerenderedAt":102},["ShallowReactive",2],{"qKqtJZUQXD":3},{"data":4},{"id":5,"status":6,"title":7,"split":8,"strap":7,"intro":9,"blocks":10,"stats":69,"commitments":84,"next":89},12,"published","Our people",null,"\u003Cp class=\"p1\">This is an exciting time to work at UK Power Networks. We are doing important work that makes a real difference to our customers’ lives and our employees are what makes that happen. We are proud of the diverse, inclusive team we are building and the positive effect this work has on them and the communities we serve.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Who is responsible\u003C/h4>\n\u003Cp class=\"p2\">\u003Cstrong>Andrew Pace\u003C/strong>\u003Cbr>Director of HR, Legal, Risk and Assurance and Company Secretary\u003C/p>\n\u003Ch4 class=\"p1\">Targets\u003C/h4>\n\u003Cul>\n\u003Cli class=\"p4\">Benchmark nationally and globally as a leader in the field and target retention of our Platinum Investors in People accreditation and Best Companies listing throughout RIIO-ED2.\u003C/li>\n\u003Cli class=\"p4\">Retain our National Equality Standard accreditation and status as an Inclusive Top 50 UK Employer throughout RIIO-ED2.\u003C/li>\n\u003Cli class=\"p4\">Improve our safety performance and reduce the Total Recordable Injury Rate to less than 0.05 by the end of RIIO-ED2.\u003C/li>\n\u003Cli class=\"p5\">Establish a Digital Skills Academy to provide DSO and digital future skills and target the achievement of an ‘Outstanding’ Ofsted rating for our training programmes.\u003C/li>\n\u003C/ul>\n\u003Chr>\n\u003Cp class=\"p1\">It is thanks to the people who work at UK Power Networks that we can deliver excellent service to our customers and build the company that will help bring about the decarbonisation of power.\u003C/p>\n\u003Cp class=\"p1\">We have developed a culture where people thrive, and we do our best to make our company a great place to work. Our people work hard, and we take care of them and help them forge a satisfying career with us. This is an exciting time to work for UK Power Networks. We are building a team that will take us well into the future, developing home grown talent through our Academies and Apprenticeship programmes, and in 2023/24 we recruited 15 graduate engineers.\u003C/p>\n\u003Ch4 class=\"p2\">Digital skills academy\u003C/h4>\n\u003Cp class=\"p1\">The world of energy distribution is developing at a dizzying pace and our whole industry is facing a digital skills gap that must be filled if it is to meet the needs of the Net Zero economy. Digital skills are vital in today’s world, as access to reliable data and the ability to manage it are crucial to success. Building our own capability in this field will allow us to keep our strategic focus where it needs to be. At UK Power Networks we have a track record of nurturing some of the most creative, innovative ideas in the business. We want to continue to expand this element of our workforce, to make sure we have the skills we need to continue to push the boundaries of the new generation of power.\u003C/p>\n\u003Cp class=\"p1\">Our digital skills academy, which we launched in April 2023, is central to this ambition. The Digital Academy is funded by the apprenticeship levy, so we can provide this training at no cost to the company or our customers. In designing the Digital Academy, we followed the successful model of our Leadership Academy, which was launched in 2021. The Digital Skills academy provides training and a career path ranging from a basic digital skills training programme at level 3, roughly equivalent to an ‘A’ level, up to level 7, which is on par with an MSc postgraduate degree. The majority of our intake in 2023/24 was at level 4, where participants develop digital skills such as data analysis, visualising data and some coding.\u003C/p>\n\u003Cp class=\"p1\">We have some 20 employees in the Digital Skills Academy so far and intend to swell these ranks up to four times a year in the coming years. We are starting relatively small, as we build the skills to run the programme, working with technical training specialists such as QA and Firebrand. To be admitted to the Academy, employees must already be in a role that requires the skills that are on offer. The programme includes live training sessions (face-to-face and virtual) which are complemented by e-learning, additional modules and self-led learning.\u003C/p>\n\u003Ch4 class=\"p2\">Leadership Academy\u003C/h4>\n\u003Cp class=\"p1\">Our unique Leadership Academy goes from strength to strength. We saw 40 employees graduate from it in March 2023. Two new cohorts – at levels 3 and 5 – joined in 2023/24 and we adapted the level 3 curriculum to allow aspiring leaders to join. This means that participants who are not currently managing people but who have been identified as having the potential to do so can learn the skills and competencies they need to manage people before taking on such a role.\u003C/p>\n\u003Ch4 class=\"p1\">A great place to work\u003C/h4>\n\u003Cp class=\"p2\">UK Power Networks is one of a select group of companies that warrants a Platinum award from Investors in People (IiP). No other DNO has that honour and only 5% of companies around the world are given this accolade. We also retained our accreditation from the National Equality Standard, and we achieved the highest ranking in the Inclusive Top 50 UK Employers List. Our commitment to diversity and inclusion is one of the reasons this is a great place to work.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Apprenticeship programme\u003C/h4>\n\u003Cp class=\"p2\">We took on more than 50 craft apprentices in 2023/24 and for the first time, women made up 10% of that intake. This is the result of a programme of sustained outreach with schools, including all day events, demonstrations and workshops, encouraging girls to study STEM subjects and see the role they play in a company such as UK Power Networks. Our intentional strategy of always having at least one woman on the apprenticeship interview panel has undoubtedly contributed to this.\u003C/p>\n\u003Ch4 class=\"p1\">Valuing our diverse workforce\u003C/h4>\n\u003Cp class=\"p2\">This year, following feedback from our employees, we trained all our technical trainers in neurodiversity awareness. Our training team ran 11 operational well-being days for field staff. In the course of those events, we learned that around 20% of our field staff have either been diagnosed or suspect they have a neurodiverse condition, such as dyslexia, autism or ADHD. Managers are receiving training to help them spot and support neurodiverse team members and we have trained over 30 neurodiversity allies across the business.\u003C/p>\n\u003Cp>As a matter of policy, our diversity network is all inclusive; we don’t have individual groups relating to gender, race, sexuality or neurodiversity. This aligns with our approach that what matters is equity for everyone.\u003C/p>\n\u003Cp>As mentioned above, our schools’ outreach is sharply focused on increasing the number of women in our workforce at all levels. This long-term programme, which we began in 2022, starts with year 9 students; our apprentice intake this year shows that it is beginning to bear fruit. We are also committed to levelling up the opportunities available for potential employees, regardless of background and socio‑economic status.\u003C/p>\n\u003Cp class=\"p1\">We run initiatives designed to support and encourage school students who might not otherwise see opportunities to progress their career. Future Frontiers is a mentoring programme for year 10 students who are on pupil premiums, and a similar programme called Brightside operates virtually and is aimed at low-income families in remote rural areas.\u003C/p>\n\u003Cp class=\"p1\">We are continuing our successful partnership with Urban Synergy which offers paid internships to 16–18-year-olds from under-represented sectors of society and our Powering Potential programme that is part of our STEM project this year includes bursaries and other support for students from low-income households who want to go to university.\u003C/p>",[11,42],{"item":12},{"id":13,"title":14,"intro":8,"pages":15,"items":16,"case":41},36,"Awards",[],[17,23,29,35],{"id":18,"status":6,"sort":19,"title":20,"key":8,"fkey":13,"body":21,"cta":8,"intro":8,"stats":22},131,1,"The UK’s Best Big Companies to Work For","\u003Cp class=\"p1\">UK Power Networks remains in the top 10 list of the UK’s 25 Best Big Companies To Work For List in 2023 and we remain the only electricity distribution network operator to feature in this list.\u003C/p>",[],{"id":24,"status":6,"sort":25,"title":26,"key":8,"fkey":13,"body":27,"cta":8,"intro":8,"stats":28},132,2,"International Energy Engagement Award","\u003Cp class=\"p1\">UK Power Networks won the Energy Institute’s International Energy Engagement Award for its collaboration with local authorities.\u003C/p>",[],{"id":30,"status":6,"sort":31,"title":32,"key":8,"fkey":13,"body":33,"cta":8,"intro":8,"stats":34},133,3,"UK Power Networks took home the ‘Digital Transformation Award’ at the Utility Week Awards 2023","\u003Cp class=\"p1\">UK Power Networks picked up the Digital Transformation Award for our smart connections portal and an innovation project which removes barriers to Net Zero by allowing meter operators to upgrade domestic fuses for the first time.\u003C/p>",[],{"id":36,"status":6,"sort":37,"title":38,"key":8,"fkey":13,"body":39,"cta":8,"intro":8,"stats":40},134,4,"UK Power Networks awarded ‘Utility of the Year’ at the Utility Week awards","\u003Cp class=\"p1\">The company’s drive to collaborate for the benefit of customers won it the most prestigious prize in the UK’s utility industry, 'Utility of the Year' at the Utility Week Awards.\u003C/p>",[],[],{"item":43},{"id":44,"title":45,"intro":8,"pages":46,"items":47,"case":68},37,"Accreditations",[],[48,53,58,63],{"id":49,"status":6,"sort":19,"title":50,"key":8,"fkey":44,"body":51,"cta":8,"intro":8,"stats":52},135,"Investors in People – Platinum","\u003Cp class=\"p1\">UK Power Networks has retained its Platinum status reaffirming our position among just 5% of companies globally to be awarded this highest status.\u003C/p>",[],{"id":54,"status":6,"sort":25,"title":55,"key":8,"fkey":44,"body":56,"cta":8,"intro":8,"stats":57},136,"National Equality Standard","\u003Cp class=\"p1\">Highest standard in the UK of best practice on equality, diversity and inclusion. First DNO to be awarded the National Equality Standard.\u003C/p>",[],{"id":59,"status":6,"sort":31,"title":60,"key":8,"fkey":44,"body":61,"cta":8,"intro":8,"stats":62},137,"Inclusive Top 50 UK Employers","\u003Cp class=\"p1\">UK Power Networks was awarded second place on the Inclusive Top 50 UK Employers List at the Inclusive Companies Awards. The company has appeared on the list for several years, but this marks UK Power Networks’ highest ever ranking.\u003C/p>",[],{"id":64,"status":6,"sort":37,"title":65,"key":8,"fkey":44,"body":66,"cta":8,"intro":8,"stats":67},138,"The Chartered Institute of Procurement & Supply (CIPS) Corporate Certification Advanced","\u003Cp class=\"p1\">UK Power Networks maintained its position within an elite worldwide group who have gained the Chartered Institute of Procurement & Supply (CIPS) Corporate Certification advanced ‘Platinum Award’.\u003C/p>",[],[],[70,75,79],{"stat_id":71},{"id":72,"figure":73,"caption":74,"stat_fid":8},51,"Top 10 list","UK Power Networks remains in the top 10 list of the UK's 25 Best Big Companies To Work for List",{"stat_id":76},{"id":77,"figure":50,"caption":78,"stat_fid":8},52,"UK Power Networks has retained its Platinum status in Investors in People",{"stat_id":80},{"id":81,"figure":82,"caption":83,"stat_fid":8},60,"Ranked 2nd","UK Power Networks was awarded second place on the Inclusive Top 50 list",[85,86,87,88],7,8,9,10,{"id":90,"status":6,"title":91,"split":8,"strap":91,"intro":92,"next":93,"blocks":94,"stats":96,"commitments":100},13,"Social responsibility","\u003Cp class=\"p1\">It is part of our sustainability strategy to play a central role in the life our communities. The new regulatory period heralds our taking social responsibility to a new level, with an ever-more sophisticated approach to data leading to a deepening understanding of our stakeholders.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p1\">Who is responsible\u003C/h4>\n\u003Cp class=\"p2\">\u003Cstrong>Suleman Alli\u003C/strong>\u003Cbr>Director of Finance, Customer Service and Technology\u003C/p>\n\u003Ch4 class=\"p1\">Targets\u003C/h4>\n\u003Cul>\n\u003Cli class=\"p4\">Expand the scope and reach of our Priority Services Register (PSR), delivering an overall 30% increase in registrations in the RIIO-ED2 period, and continue to improve the satisfaction of our PSR customers.\u003C/li>\n\u003Cli class=\"p4\">Provide targeted support to a total of 500,000 fuel-poor customers over RIIO-ED2, investing £18m to support over 200,000 directly and 300,000 through partnership programmes.\u003C/li>\n\u003Cli class=\"p4\">Provide information and help to 500,000 vulnerable customers over RIIO-ED2 to ensure no one is left behind in the changing energy system, at no cost to customers.\u003C/li>\n\u003Cli class=\"p5\">Reduce the number of third-party overhead line and underground cable strikes by at least 20% for each year over RIIO-ED2 and increase our commitment to engage with the public around safety.\u003C/li>\n\u003C/ul>\n\u003Chr>\n\u003Cp class=\"p1\">As a provider of an essential service, social responsibility is of the utmost importance at UK Power Networks. Being a respected, trusted corporate citizen is a core part of our vision; social responsibility is deeply embedded in our culture.\u003C/p>\n\u003Cp class=\"p1\">2023/24 was the first year of the new regulatory period (RIIO-ED2) which runs until 2028. This presented us with the opportunity to take a careful look at our social responsibility strategy and activities across the organisation to ensure that we continue to build this vital aspect of our business in the way that our customers have told us is important to them.\u003C/p>\n\u003Cp class=\"p1\">We are acutely aware that many of our customers are having to cope with the cost-of-living crisis, and energy costs are a significant element in that. The transition to Net Zero threatens to widen the gap between those who can afford to decarbonise and those who cannot.\u003C/p>\n\u003Cp class=\"p1\">Taking particular care of customers whose circumstances make them vulnerable is central to our socially responsible approach. We estimate that, across our three networks, there are currently 3.3 million households eligible for our Priority Services Register (PSR). These include those over the age of 65, people living with children under five or customers facing mental or physical health challenges. We currently have approximately 77% of households eligible registered to our PSR. We also believe there to be 1.58 million customers in our areas alone who are at risk of being left behind in the energy system transition by 2030.\u003C/p>\n\u003Ch4 class=\"p1\">Taking social responsibility to a new level\u003C/h4>\n\u003Cp class=\"p2\">We have taken our consumer vulnerability programme to a new level, setting ambitious targets for ED2. We are investing for the long term in partnerships and making huge advances in our internal processes to drive greater support and deliver meaningful impact to support our customers and their communities.\u003C/p>\n\u003Ch4 class=\"p1\">Deepening our understanding of our vulnerable customers\u003C/h4>\n\u003Cp class=\"p2\">We use data throughout the business and have extensive expertise in managing information to provide insights on which vulnerabilities are affecting our customers and how vulnerability differs across the communities we serve. To improve the support we provide and to be more targeted in our approach, we need a clearer view of vulnerability trends across the areas we serve.\u003C/p>\n\u003Cp class=\"p2\">In 2023/24, we developed a new, innovative solution called Spotlight. This tool uses advanced AI and machine learning techniques to help us understand customer segmentation and identify vulnerable customers with an unprecedented level of granularity. We can apply this information to our management of the PSR. Our interactions with vulnerable customers can not only be more specific but can also be tailored to meet customers’ unique needs within identified categories of vulnerable customers. By analysing data gaps and testing different communication channels with customer groups, we are gaining valuable insights such as which ways of engaging are most effective at achieving new registrations. By providing actionable information about customers’ needs, such as what makes them eligible for the PSR and which service offerings best meet their needs, these insights are improving the way we can support vulnerable customers.\u003C/p>\n\u003Cp class=\"p1\">These developments will enable us to apply data-led decision-making to target customers in need and ramp up support over the coming years not only for those on the PSR, but also in identifying vulnerable customers in fuel poverty and those at risk of being left behind in the transition to Net Zero.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p2\">Sharing data with other utilities\u003C/h4>\n\u003Cp class=\"p1\">A key achievement we made in 2023/24 in relation to building the PSR was our collaboration with water companies operating in our area. In ED1 we began data sharing with other utilities that served the same customers, putting in place arrangements with seven of the eight water companies in our area. This meant customers only needed to register once for the PSR.\u003C/p>\n\u003Cp class=\"p1\">This year we’ve gone further, becoming the first DNO to share historical data with two water companies in our region. This means that customers who registered with suppliers before our data sharing agreement was in place are registered to receive support across all their utilities without having to register more than once. This collaboration with Thames Water and Affinity Water resulted in 86,923 more registrations to our PSR.\u003C/p>\n\u003Chr>\n\u003Ch4 class=\"p2\">Addressing fuel poverty and leaving no one behind\u003C/h4>\n\u003Cp class=\"p1\">We made great strides in 2023/24 in our undertaking to support customers in fuel poverty and those who are at risk of being left behind in the transition to Net Zero. Our increasing understanding of the root causes of these two aspects of disadvantage has shown us that they often overlap. As part of our strategy, we took the opportunity to reinforce our foundations, reviewing, for example, how we use data and setting up the most effective partnership models. We are re-evaluating what we offer to customers who need extra help so we can deliver maximum value to them. We are also developing a new portfolio of services to include a greater range of offerings and formats. For example, our stakeholder engagement tells us that people want a choice in how they access help; some want to be served online in order to remain anonymous, while others value the personal approach, be that on the phone or face-to-face.\u003C/p>\n\u003Cp class=\"p1\">We are all too aware that many of the benefits of the transition to a Net Zero economy are more readily available to those with digital skills and disposable income. To redress this disparity, we are working to find ways to provide customers with the skills they need to engage with the energy market and use low-carbon technologies. We set up a partnership with Social Enterprise Kent to develop Digital Skills Training, with a focus on Net Zero. The service helps customers develop the digital skills they need which will increase the likelihood of them participating in the Net Zero transition. We also partnered with Camden Council and Utilita – a power supplier specialising in pay-as-you-go meters – to promote and reward energy-saving practices in 46 social housing homes, helping customers realise the benefits energy flexibility offers to groups that are not typical adopters of such technology.\u003C/p>\n\u003Cp class=\"p1\">For more information about our programmes to support customers in vulnerable circumstances and the way we manage our partnerships with charities and groups embedded in the communities we serve, see our \u003Ca href=\"https://media.umbraco.io/uk-power-networks/1znnpj50/24080_ukpn_consumer_vulnerability_int_3.pdf\" target=\"_blank\" rel=\"noopener\">Annual Vulnerability Report\u003C/a>.\u003C/p>",14,[95],48,[97,98,99],19,20,27,[101,5,90],11,1737733128864]