Utility Week

To do this, says Siddall, requires a new outlook from u lity companies with respect to the core capabili es they need to focus on. Businesses must also partner more effec vely to get the best out of a broader ecosystem that will keep them at the fron er of innova on and cost. Centrica is welcoming this challenge through its Centrica Innova ons (CI) venture, which has seen the company collabora ng and inves ng in start-ups. Since CI's launch, the company has invested in Israeli firm Driivz and is collabora ng on EV charging solu ons for businesses as part of Centrica's new Mobility Ventures team. The team will build on Centrica's experience installing 17,000 EV chargers globally and the launch of a smart me-of- use tariff from Bri sh Gas. Centrica has also invested in GreenCom Networks as part of a new Home Energy Management Ventures team, which will see the company expand its offer for homes to include solar, ba ery storage and heat pumps. "But it's important to note that our mission extends beyond scanning for technology," insists Salisbury. "We're focusing our resources on finding solu ons to some huge societal challenges such as the need to decarbonise transport and heat, and how to help older people live more ac ve lives and stay in their homes longer… Fundamentally, it's all about how we can be er serve our customers." Improving the way customers are served now and into the future must remain at the heart of every business. But according to the UWL survey, current business models will be 31 per cent less fit for purpose in the next 15 years. It's a dis nct warning for u li es if they fail to embrace the boun ful opportuni es for change: act now, or risk being le behind in the proverbial dust. For a full copy of the research and to find out more about U lity Week Live, visit: h ps://www.u lityweeklive.co.uk/ A W O R D F R O M O U R P L A T I N U M S P O N S O R BUILD A BROADER PORTFOLIO AROUND YOUR PEOPLE Margin pressures and carbon targets make it tough for u lity providers to make a profit. Which is why many are broadening their service offer. Technology can facilitate this shi , but it's the people who will make it a success. U li es firms are under strain to innovate and transform. Decarbonisa on agreements are pushing renewables up the energy chain. There's higher public demand for eco-friendly tariffs and smart management op ons. Market decentralisa on and disrup on is driving increased compe on. No wonder firms are looking to diversify and expand their product por olio. Many now offer home services, equipment repairs, emergency callouts, security and insurance. While some are working with EV manufacturers to establish a new infrastructure of public charging points. Diversifica on starts with people Technology plays a crucial role in making these diversifica on projects work. However, it should not be the star ng point. Any transi on to a new business model has to start with the people who will deliver it. For the u li es industry, with its high a ri on rate, this is especially important. Businesses need to get people on board early, design technology around their needs, and give them the experience and skills they need to serve customers effec vely. It's the only way to encourage engagement, build sa sfac on, and drive a successful transi on. A greater understanding of how people on the ground really work will ensure that, in a customer's moment of need, staff are empowered to deliver standout, differen ated experiences. When technology is designed around their needs, they can respond quickly to emerging opportuni es rather than ba le with cumbersome processes. Learn first, transi on next At O2, we work closely with u li es providers to help their transi on to new business models. While rolling out 53 million smart meters across the UK, we helped energy providers adapt to the need for fewer on-site visits and new ways of managing debt with customers. The star ng point was understanding precisely how those employee-customer interac ons take place. Similarly, our integrated partnership with NWG was built on spending me with engineers in the field. This helped us develop a bespoke IoT solu on to predict leaks and equip engineers with tools to complete more work on the move. By listening and learning first, we're suppor ng NWG's digital transi on to become a world-leading water company. Are you transi oning to a new business model of your own? Talk to us at our Challenge Wall at U lity Week Live – we'll be at stand F56. P R E S E N T S IN ASSOCIATION WITH 28 | 12TH - 18TH APRIL 2019 | UTILITY WEEK

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