Utility Week

UTILITY WEEK | 9TH - 15TH NOVEMBER 2018 | 27 Customers What did the team achieve? As a result of its work during 2016/17, the number of customers who recognise SP Energy Networks and understand its role rose by 9 per cent compared with the year before. There was also an 8 per cent rise in the number of those who know who to call in the event of a power cut. The team formed more than 120 outside partnerships to deliver messages to hard-to- reach but at-risk customers. For example, it worked with the Scottish Association of Young Farmers in an effort to prevent poten- tially fatal accidents when farm machinery strikes overhead power lines. Between 2015 and 2016, the number of reported incidents fell by 34 per cent. Messages about power cuts and vulner- ability were viewed 2.2 million times on health, local authority, travel and news web- sites, and half a million people were reached through Facebook and Instagram. Advertise- ments appeared on more than 1,500 buses and 700 trains, and were printed on 290,000 pay and display parking tickets. Power cut and priority services packs were supplied to over 10,000 GP surgeries, pharmacies, local businesses and community centres. SP Energy Networks supported 26 com- munity energy projects and helped to inform many more. Three-quarters of community energy projects receiving funding from the Welsh government were connected within its licence areas. And more than 15,000 pupils took part in its education programme to attract new talent into the energy industry. In total, the company conducted 439 engagements over the year – more than one a day – and obtained 196 pieces of conse- quential feedback. This led to the revision of five key strategies and policies. Sixteen panels were held that reached more than 100 stakeholders, and 65 actions were under- taken in response. Stakeholders rated the firm 8.1/10 for engagement. In its submission to the judges, SP Energy Networks declared: "The strength of stake- holder engagement is now embedded in the company's DNA." Market view Advance with agile and mobile Agile mobile apps boost customer satisfaction and increase staff productivity, says Wayne Munday. I n 2016, the public utility sector spent £90 billion on operational improvements, according to Deloitte, as customer expectations escalate. The money went on grid hardware, physical service delivery and back-end technologies, with over 80 per cent of providers embark- ing on digital improvements. But with infrastructure transitions oen taking years to complete, utility com- panies should look to digital technology to deliver more immediate and substantive results. The opening up of the retail water market to compe- tition has forced utility companies to up their customer engagement game. Most people prefer to communicate with their provider online, via mobile, tablet or desktop. Providing a mobile app or desktop portal that makes a difference to service (eg usage updates, billing, even what time an engineer will arrive) differentiates a com- pany from its competitors, which is vital for consumer retention and securing new business. Mobile apps can also enhance productivity. Prior to the advent of B2E (business to employee) mobile apps, information was oen missing, inaccurate or wrongly correlated over the phone, leaving workers frustrated and unable to complete jobs. Mobile apps allow field- workers to easily access site information such as infra- structure damage and the tools they might need to fix the issue. Because mobile apps can support large volumes of informative content, workflows can be streamlined and the amount of supervision required cut down. Data synchronicity is also key, and the effective use of mobile apps enables staff to work in areas with little sig- nal or network connectivity, synching to their mobile app once back in range. Utility companies need to cra mobile solutions that create an effective user experience, encompassing users' perceptions and feelings before, during and aer their interaction with the app. This type of development pro- motes user engagement, which is especially useful when something goes wrong. Being able to engage with con- sumers through mobile app technology is an effective way of bringing previously inaccessible data into con- sumer hands through a fully responsive solution. Strategically, companies need to look at audience profiling and objective setting ahead of app development in order to take into account competitive analysis and review and measurement. Responding to problems faster, improving operational efficiency, keeping customers informed, complying with regulations, and arming utility workers and consumers with timely and effective data will all help companies expand their consumer base. Wayne Munday, non-executive director at Rokk Media Rather than engaging with a small number of stakeholders, they involved all staff across the entire business from top to bottom

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