Utility Week

8 | 17TH - 23RD MAY 2019 | UTILITY WEEK Interview also been working with governmental innovation funding body Innovate UK to create the Bristol Energy Smart System Transformation (BESST) project – a consortium aiming to explore the best ways in which to design a local energy system in northwest Bristol. The project explores how Bristol Energy can design new services for its customers, ultimately preparing them for a world in which they can take control of their energy use and supply, a world incorporating electric vehicles, battery storage and the increasing need to decarbonise heat. Recently the company announced it would sell heat "as a service", rather just as kilowatt-hours. Through a government-backed trial, run by Energy Systems Cata- pult, Bristol Energy is offering customers the chance to buy a "heat plan" tailored to their individual home and lifestyle. The plans provide customers with "room-by-room, hour-by-hour control over their heating". Data collected via a smart heating control system allows the energy provider to calculate a fixed monthly cost for the trialists. This does not fluctuate with the weather because Bristol Energy prices-in the risk. "The hope is that Bristol Energy will be at the heart of that in terms of an energy supply, energy services busi- ness," Majewicz says. It is innovative things like heat networks and heat-as- a-service that will help Bristol Energy provide proof of concept for the City Leap programme, he says. "You are not looking at kilowatt-hours, you are looking at selling 'warmth' in effect, and so heat-as-a- service is a big thing for us. A large proportion of the City Leap programme is around heat networks, so it's a key, integral part of us and the council going forward and how we can help provide better services, increased services for fuel-poor customers and those who are vulnerable." Protecting customers Ensuring vulnerable consumers are not disadvantaged in today's energy sector is a major issue. And while most of Bristol Energy's customers live outside the city, the com- pany is keen to champion causes within the city to help those in need. For Majewicz, Bristol Energy has a vision of being a sustainable energy company with "social value" at its heart. "That was the whole premise for Bristol Energy being set up in the first place. It's not just a commercial entity, it's has social value attached to it and that is one of the reasons I joined – it's almost that you're giving back to the community," he explains. Monetising that social value is a good way of ensur- ing success for Bristol Energy, and while Majewicz has a background in a number of high-profile financial roles, it's not always about the bottom line. In the past year the company has "given back" around £7 million to the Bristol community, to organisations such as charities, projects helping to tackle mental health issues and helping the council to achieve its car- bon neutral targets. "For the first time ever in Bristol Energy's history we can start to talk about the social monetisation that we have actually put back into the community, which is a fantastic achievement in terms of moving forward. "Everyone always looks at the figures but a real positive for us is what that benefit back to the community is." As well as working alongside Bristol City Council, the energy retailer has been liaising with other groups on sustainability. The company announced in its latest year in review document that it has been working in partnership with the Centre for Sustainable Energy and local charities to have a "meaningful impact" on the lives of Bristol's citizens struggling with fuel poverty. Around four million people in the UK live in fuel pov- erty, according to the latest estimates, and the problem is particularly severe in Bristol, affecting around 20,000 households. Last year the energy company established its "fuel good fund" to have a "measurable impact" on as many individuals as possible. The initiative helps families implement home energy improvements, such as draught- proofing and heating repairs. While helping those in dire need, the company is also setting its sights on growing its customer base, particu- larly in its home city, over the next few years. "We have not stayed stagnant, our plan is to grow and we've continued to do that this year," says Majewicz. Of course, with a municipally owned energy company called Bristol Energy, you could be forgiven for thinking only residents living under the local authority's remit are able to access it. Majewicz understands this and says a key priority for his business is for a "big push" in the city. Currently, only around 10-15 per cent of the compa- ny's customer base actually lives in Bristol, with the rest living nationwide. "At the moment I would say one of the key things for me, at least in what we look at in terms of strategy, is that there's a lot of opportunities still within Bristol that we haven't tracked and we haven't taken advantage of. "The key message is, Bristol has its own energy com- pany – use it. "We have created a solid foundation. What else can we do out in the marketplace, not only in Bristol but nationwide? It is key for us to look at and optimise our own back yard." Since the energy market was opened up to competi- tion it has seen a massive increase in participation, lead- ing to more choice for consumers. Ožen newer suppliers such as Bristol Energy are seen as challenger brands or "disruptors". While Bristol is not the only municipally owned company, Majewicz says it can be argued that it is a disruptor, which offers differentiation. "I think you could see us as a disruptor. We are a dif- ferentiator in this sense from being council owned and we are a differentiator from Robin Hood Energy [another council-backed supplier] because of our social ethos," he says. "So you could argue that we are a disruptor in the market. With our links with Bristol City Council, it means we have a number of ties we can optimise… and work with the council to provide services back to the community." For a man who has a strong financial background, it is clear he believes there is more to running an energy company than making a profit. For Marek Majewicz it's all about giving something back and ensuring those in the community that are the most vulnerable benefit both financially and socially from a local energy firm. "Standing still in this market as just a gas and power business isn't going to do it anymore, you need to adapt and to diversify into other markets. It is absolutely the way forward."

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