Performance summary 2018/2019
Overview of outputs44Continue to be the top-performing DNO group across all elements of the Broad Measure of Customer Satisfaction.(See note 2 below)
We were the top-performing DNO group for overall customer satisfaction. The rating combines results of the three surveys for supply interruptions, connections and general enquiries.45Maintain certification to show that we meet the Customer Service Excellence standard.(See note 2 below)
We were awarded ‘Compliance Plus’ status for 44 of the 57 standards. We were the highest-scoring organisation out of all those accredited.
Overview of outputs46Respond to phone calls quickly, answering them within two seconds.(See note 2 below)
Our average response time for customer calls was 1.56 seconds.47Limit the number of calls that are abandoned before we can answer them to less than 1%.(See note 2 below)
Only 0.08% of calls were abandoned.48Always provide customers with the option to talk to a member of staff when they call our contact centre.
Our systems allow us to make sure that customers are always provided with the option to talk to a member of staff.
Overview of outputs49Provide a restoration time for every power cut.(See note 2 below)
All power cuts have an estimated restoration time which is updated as further information is provided by field teams.50Call back all customers who have been in contact about a fault.(See note 2 below)
We called back 98.8% of customers who contacted us about a fault.51Contact customers within two days of receiving an enquiry which was not about a fault.(See note 2 below)
We contacted 99.6% of customers who contacted us with an enquiry which was not about a fault within two days.52Provide on-demand messaging through text and social media for customers who want to be kept informed in other ways, rather than a phone call.
We provided on-demand messaging through text and social media. We sent 647,063 text messages during high voltage power cuts.53Develop self-service options for customers to find information online.
We hosted 21,556 webchat conversations, our app for reporting power cuts was downloaded 5,203 times and we had 1.6 million hits on our online map showing power cuts.
Overview of outputs54Continue to host a customer panel where our CEO will meet with our expert stakeholders four times a year.
The Customer Collaboration Panel met four times during the year. We set up a new Customer Engagement Group to challenge our plans for the next price control period.54Continue to host at least six stakeholder workshops each year.
We hosted six general sessions, attended by over 330 stakeholders across our licence areas.56Continue to produce a stakeholder report every year providing an update on the actions we have taken as a result of stakeholder involvement.
This yearly Business Plan Commitments summary report and the separate detailed report replace the stakeholder report.
Overview of outputs57Resolve at least 70% of complaints within one day.(See note 2 below)
We resolved 86% of complaints within one day.58Continue to have a target of no complaints where the Ombudsman has to get involved.
There were no complaints referred to the Ombudsman.
Overview of outputs59Continue to send the Power for Life publication to all 7.9 million customers and make sure it promotes the GSOPs.(See note 2 below)
We issued ‘Power for Life’ to all 7.9 million customers in September 2018. We took a new approach and promoted GSOPs through social media and our website.
Note 1: This target is for the full eight-year RIIO-ED1 period, not for each separate year.
Note 2: This target is for each year of RIIO-ED1.