Performance summary 2019/2020
Overview of outputs60Work with expert partners to improve our understanding of the needs of customers in vulnerable situations.
We worked with a wide range of expert partners and were accredited with the British Standards Institute (Standard BS18477), which specifies requirements for responding to customers in vulnerable situations.61Train staff to recognise the signs of vulnerability.
We provided specialist training to the Priority Services Register (PSR) teams and contact centre staff. Field staff are trained on registering customers to the PSR.
Overview of outputs62Contact vulnerable customers at least once every two years to check the details we hold on the Priority Services Register.
We contacted over 950,000 PSR customers during 2019/20, which allowed us to update 30% of our records.63Improve the quality of Priority Services Register data by working with other agencies and sharing information.
We increased the number of referral partners that we work with. We added 19 new partners, with the aim of achieving a better balance in the types of agencies that we work with.64Co-ordinate meetings with suppliers to agree criteria for vulnerability.
27 new ‘common needs codes’ are now in use across the industry.
Overview of outputs65Raise awareness of the Priority Services Register.
We worked with a range of organisations, including a mental health organisation and reand rescue services, to raise awareness of the PSR.66Make 10,000 crisis packs available.*(See note 1 below)
To date we have issued 7,468 crisis packs over the RIIO-ED1 period.67Contact all customers who depend on a power supply for medical reasons every three hours during power cuts.**(See note 2 below)
During power cuts we prioritise contacting customers who depend on a power supply for medical reasons. We called 82% of these customers within one hour of a fault and 97.5% in under two hours.68Continue to provide practical support through the British Red Cross and other organisations as appropriate.
We provided British Red Cross support during eight prolonged power cuts, supporting 71 customers in total.69Ask for feedback from customers in vulnerable situations about our service.
We achieved customer satisfaction ratings of 9.5 out of 10 from customers on the PSR who had received a routine call to check their personal details.70Develop ways of sharing information with local resilience forums.
We worked with 19 forums across our four licence areas. For 2019/20 this includedo ering the support of our helicopter unit during severe weather.
Overview of outputs71Build a database of regional agencies we can refer customers to for help.
There are fuel poverty projects in all our areas, working with a network of support agencies.72Work with partners to develop links to and from our website.
Details on our fuel poverty projects and links to partner organisations are available on our website.73Develop joint information and awareness campaigns, and co-ordinate with partners to provide customers with help.
We have six ‘Power Up’ fuel poverty schemes to support customers who are facing fuel poverty. We supported 8,672 customers to save over £2.6 million a year.74Provide fuel poverty training to our sta who have contact with members of the public.
We provide sta in our contact centre with customised training on fuel poverty and customers in vulnerable situations.75Use data analysis to help identify areas with a high concentration of vulnerable households.
We use data analysis to identify areas with a high concentration of vulnerable households. During 2019/20 we increased the number of data indicators and vulnerability factors we consider.76Develop local outreach services.
‘Affordable Warmth’ and other outreach services helped 7,975 customers to save over £7.1 million a year.
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.