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UTILITY WEEK | DECEMBER 2020 | 13 Voices of the Future Insight thing we need to focus on and be able to voice with the general public." He adds that the narrative around net zero needs to be adaptive and understand- able, ensuring all areas of society are on board. He adds: "Sometimes when we talk about net zero the conversation isn't very inclusive. You think about a middle-class family who have just bought an EV but what are we doing to bring other people into that discussion? What are we doing for those diverse communities who don't necessarily know about the energy industry?" Young agrees and believes companies should work towards making new technolo- gies as accessible as possible. "How do we have entry level versions of solar panels, EVs and EV chargers? I don't think we have answered these questions yet but I hope for the next five years that becomes a really key point for the sector, how we make these technologies affordable for everyone because that is going to be key for hitting those net zero targets." Patel adds: "We want the public on board. We don't want this change to be perceived as a threat because change is scary. I think if we clarify the communication, that this is a reset, it is still going to be daunting but what an amazing opportunity to try to improve your life and also the people around you." For Harvey-Cole, Covid has presented an opportunity to showcase that the sector can adapt to change quickly and she believes it can take the lessons learnt this year forward. "We have been forced into this monumen- tal shi. We have proved we don't need to commute an hour and a half on a motorway every day, having an astronomical impact on the environment. We can work remotely, we know the technologies work and are robust enough to do that. I think we need to keep taking that forward, I don't think we should go back to the way we were." Singh also believes there is a growing environmental consciousness and awareness and that there is scope to encourage more innovation and new business models that will prove valuable to the public. "It's one thing to lower your carbon footprint but a lot of the time it's about not exactly knowing how to do that. I think it's about increasing that awareness that these technologies are not just good for the envi- ronment but how they integrate with your life, how they make it easier, how they save you money as well, because that is an important aspect for the public. It's about awareness of how these technologies will actually improve your life." Adam John, reporter 1. Take responsibility Whatever assumptions were made in the bid to buy the business a decade ago, respon- sibility had to be taken for delivering the results. There were doubts whether the busi- ness would be able to deliver, but within six months the workforce was blowing away targets set during the bidding process. 2 Accept the reality of the situation Detailed research went into understanding the business performance and validating it with our stakeholders including the regula- tor, major customers, politicians and vulner- able customers, then reflecting that back. Managers accepted that safety, reliability, customer service and efficiency were impor- tant and needed significant improvement. 3. Create a vision A simple business vision was created that staff could relate to – to be an employer of choice, a respected and trusted corporate citizen and sustainably cost-efficient. The workforce understood and supported the vision, leading the business to achieve Investors in People platinum in 2020 and six consecutive listings in The Sunday Times Top 25 Best Big Companies to Work For. 4. Set a clear strategy A clear strategy defined how the business would achieve its vision and align the inter- ests of customers, employees and share- holders. Employees pointed their efforts in the same direction to achieve defined goals. 5. Have clear targets Managers were empowered and the highest performers were given key roles. We created a culture of clear, focused leadership where managers were visible and accountable. Sustained good results depended on an organisational structure that reinforced accountability and actions consistent with company goals. Processes were designed with a customer first approach. 6. Regular monitoring Clear, simple and challenging business targets were set and measured in every part of the business, linked to the vision and val- ues, reviewed and updated continually. The right metrics, with simple reporting, high- lighted where action was needed. Individual targets, monitored regularly, created a culture of responsibility and accountability. 7. Use technology to accelerate momentum Technology should be an accelerator of momentum, not the creator of it. Apply it carefully in targeted ways to further busi- ness objectives. Technology needs to fit the company's objectives. 8. Create a competitive environment UKPN aims to be the safest, most reliable, lowest cost, best performing electricity network operator in the UK, within a set of values of integrity, respect, continuous improvement, responsibility, unity and diversity and inclusiveness. Striving to be the best drives human behaviour but so does collaboration, which lies at the heart of the company's work with vulnerable customers. 9. Learn from mistakes Everyone makes decisions, which they think are right at the time, but remaining flexible and changing tack when the tide is going against you is pragmatic. Learn from mistakes. 10. Embrace new challenges UKPN's biggest challenge in the next ten years and beyond is facilitating the transi- tion to net zero while continuing to provide great service. This will require changes to the structure of the business to become a distribution system operator, making sure the electricity networks are an enabler and not a barrier to whatever changes society wants, including renewable energy, electric vehicles and decarbonised heating. To find out more about 10 years of UKPN, go to: https://utilityweek.co.uk/a-decade-of- rapid-change-ukpn-turns-10/ 10 tips from 10 years of UKPN Last month, UK Power Networks celebrated its tenth anniversary. To celebrate this milestone, chief executive Basil Scarsella sets out the management principles that have driven the company forward.