A year of Keeping Us Connected

On 16 March 2020 the prime minister urged those who could to begin working from home. To mark one year since that fateful announcement, Utility Week presents a series of case studies and first-hand accounts from companies working on the frontline to celebrate some of the great work they have done.

As the industry trade body the Energy Networks Association (ENA) has had a first-hand view of the work companies have been doing to ensure supply continuity through the pandemic.

ENA chief executive David Smith starts us off by giving his analysis of what has been a most remarkable year.

The last year has been challenging for everyone, both professionally and personally, but especially for those who have tragically lost loved ones.

As lockdowns have become an unwelcome but necessary feature of our lives, it can be easy to forget how uncertain the situation was this time last year. For those working in the energy networks, and right across the sector, we were facing tough questions and scepticism about how we were going to keep energy flowing to homes and communities across the country while adapting to remote or restricted working. No one had experienced a situation quite like this.

I am tremendously proud of the people in the energy industry who, despite these challenges, have kept energy flowing while staying safe and keeping our customers safe. It is a powerful testament to the dedication, planning and hard work of everyone involved. This includes those most visible – out on the streets fixing faults and carrying out vital repairs and upgrades – as well as those less visible, behind the scenes helping to look after the public and in particular those who were shielding or living in vulnerable situations.

When I see how we have pulled together, worked together and continued to provide the public with the best possible service I have never been prouder to work in the industry. Ofgem’s annual report for 2019/20 saw customer service scores for our industry improve to a solid 9/10, despite the challenges towards the end of the reporting period.

We have learned to adapt, work more flexibly and re-prioritise our activities. We have enacted robust contingency plans and carried out extraordinary work from connecting Nightingale Hospitals at short notice to taking unconventional steps to keep staff safe, like National Grid did building a ‘mini-village’ to house around 70 of their workers during the pandemic.

This has been a collective effort, achieved by excellent planning, hard work and working together as one energy industry. It was fantastic to see trades union colleagues, government, Citizens Advice, Energy UK and others come together to make sure that energy kept flowing and people were kept safe.

We all have a shared interest in ensuring safe, resilient and reliable networks. It’s at the heart of what our industry does. As governments across the UK and Ireland begin to unveil roadmaps for easing lockdown restrictions, the energy network companies have developed a consistent and measured approach which continues to put the health and safety of our staff and customers first while delivering an essential service to the public. Above all, we will continue to keep our staff and customers safe and Britain’s energy flowing.

SGN

Mitch Kerby, a first call operative, has been working on the frontline with SGN. Here he explains how the company not only had to keep the public safe from suspected gas leaks, but also reassure them that workers had taken precautions against passing on infection.

We knew right at the start that whatever happened Covid-wise, we’d still be needed to respond to gas escapes and go into people’s home to keep them safe. And while we stopped all non-essential work during the first lockdown, gas emergency response became more important than ever.

Strangely during the 23 March lockdown announced by Boris (my Scottish colleagues had a different government to answer to), we saw quite a drop-off in reported gas escapes. Partly because the streets were empty with no one out there to report smells of gas, but I think also because people were genuinely scared to have anyone in their home, especially customers who were shielding.

Our jobs became not just one of keeping the public and their property safe, but also reassuring them we were keeping them safe from passing-on any infection. We did this by wearing the right PPE, keeping socially distant when inside and being aware in advance which were shielding homes. In the past months, I’ve met many grateful customers but also, many frightened people, worried about having us in their homes. We also had to think about our families and make sure we didn’t put them as risk.

What helped was the hard work of our safety and procurement teams putting in place all-new risk assessments and getting the right PPE in stock, although PPE wasn’t a walk in the park early on. It was a bit like the toilet roll saga back in April, demand was outstripping supply! But eventually it all came good.

I’m quite proud of all the FCOs and engineering teams across our company. We all just got on with our jobs and while of course there were risks for us and the public by going into homes, we managed them extremely well and did what we always do extremely well – put the safety of the public first.

UK Power Networks (UKPN)

UKPN discusses its collaborative efforts with other utility firms to help distribute fast funding to local charities. Additionally the company explains how it repurposed existing schemes to help those out of work during the pandemic.

UKPN continued to support customers throughout the pandemic by keeping the call centre open 24/7, with advisers rapidly equipped with the IT to work from home and customers still scored their service more than 9 out of 10.

Enhanced services for vulnerable households were provided under the Priority Services Register and teams provided reassurance and advice to care homes and hospitals. A new app was launched to help employees refer residents to trusted supportive organisations, if they needed help.

UKPN also led a collaboration between eight utility firms to donate £500,000 to 21 community foundations. This distributed fast funding to local charities, including local foodbanks, volunteer centres, food delivery services and outreach programmes for those at risk of isolation.

The company’s Power Partners £300,000 scheme was repurposed to help people struggling to pay their energy bills while out of work and at home during the pandemic. Employees raised thousands of pounds for charities, entered weekly prize draws to support NHS charities and nominated more than 60 local sport organisations connected to our employees to benefit from a total of £15,500.

Employees also gave their paid volunteer days to a new befriending scheme, ‘Donate by Dialling’, to help people feeling isolated by the pandemic.

SP Energy Networks (SPEN)

A first-hand account from SPEN describes how it has focused on vulnerable customers to ensure they are kept on supply throughout the crisis. In particular, it highlights work it has done with the Royal National Institute of Blind People to ensure blind and partially sighted customers have their requirements met.

Our teams quickly adapted to new ways of working and established Covid-secure safe working practices and processes to ensure our communities could continue to work and stay connected to family and friends as well as going the extra mile to inspect, protect and ensure resilient power supplies to critical facilities like hospitals, vaccine centres and essential health and social care facilities at the frontline of the fight against Covid-19.

This included an enhanced inspection and monitoring regime ­focused around the priority sites. For example, comprehensive reviews of our infrastructure around 56 large NHS and private hospitals across central and southern Scotland, North West England and North Wales, bolstering their robust contingency plans.

Our focus throughout our Covid-19 response has also been on providing additional support to vulnerable customers and those who needed it the most. Staff volunteered and worked with charities, like Vicki Robertson who picked up additional activities while working from home.

Vicki carried out befriending calls to customers on SPEN’s Priority Services Register and calling blind and partially sighted customers from the Royal National Institute of Blind People. She built up a group of nearly 30 customers that she called on a weekly basis to check-in and make sure they were coping, supporting those most vulnerable during this pandemic.

 Northern Powergrid

Northern Powergrid connected with local radio stations to champion small businesses affected by the late 2020 lockdown. Here the company explains how else it used its presence to help. 

Throughout the pandemic Northern Powergrid recognised its role could also go beyond its reliable network and dedicated teams powering people’s lives.

Meeting the evolving needs of its region as the pandemic unfolded, from delivering essential services to enabling the shoots for a green recovery as lockdowns eased, remained key – but it also looked for ways to be a force for good.

As well as powering homes, hospitals, vaccine centres and other essential service providers, awarding community groups funds and enabling first year apprentices to be community volunteers, Northern Powergrid wanted to help energise struggling businesses.

It worked with three radio local stations – including LGBTQ+ station Pride Radio – to fund a special #OpenForBusiness campaign which gave free radio campaigns to 60 businesses who were trying to get back on their feet following the late 2020 lockdown.

The campaign quickly went from concept to reality and the response was very positive. Cafes, local garages, florists, independent clothing shops and local craft and jewellery retailers benefited from the free airtime. They praised the network operator for “championing small businesses”, “creating opportunities” and welcomed seeing another industry come together to help them ride the storm.

Western Power Distribution (WPD)

Data sharing with local authorities formed a major part of WPD’s pandemic response. The network operator also discusses its efforts to raise funds to support more than half a million vulnerable customers.

For Western Power Distribution keeping the lights on was never going to be enough. When lockdown was announced the company immediately asked the 50 organisations it works with as part of business-as-usual fuel poverty schemes to re-scope their activities to provide additional support such as delivering shopping and prescriptions to the most isolated and vulnerable.

In addition, it also shared the 800,000 records from its Priority Services Register, where customers had given permission, with local authorities, local resilience forums and other utility providers.

With so much uncertainty and need during the first lockdown, WPD set about creating its In This Together – Community Matters Fund.

It took two weeks from idea to launch of the first phase, which invited charities and community groups to apply for a share of £500,000. Two further phases, each of £250,000, were launched in July and November. Together the £1 million donated enabled 871 organisations to help more than 560,000 vulnerable customers.

External Affairs Manager Alex Wilkes adds: “We know the impact Covid has had – from bereavement and illness to severe financial hardship.

“We’re thankful that we have been able to support communities in our licence area during 2020. We’re now working to make the fund part of our business-as-usual activity.”

Wales and West Utilities

Nightingale Hospitals were a key component of the national response to the pandemic. Here Dave Murdoch, performance manager at Wales and West Utilities, explains how the company worked quickly to connect Exeter’s 116-bed Nightingale Hospital to the gas grid.  

Exeter’s Nightingale Hospital was transformed from a former Homebase store into a hospital at Moor Lane, Sowton in just six weeks. While created for Covid patients, is now being used to screen cancer patients.

Murdoch says: “To transform the ex-retail unit into an NHS Hospital in six weeks involved a great deal of effort from all parties involved.

“We learnt about the project and our team worked hard to make sure the hospital had the mains gas supply it needed.”

He adds: “Throughout the pandemic it has been vital that our healthcare system is as protected as it can be, and we are delighted to play a role in making sure this Nightingale Hospital was up and running and able to take patients, even if not in its originally anticipated role.

“At Wales and West Utilities we’re committed to keeping the gas flowing safely to homes, businesses, and vital infrastructure like hospitals.”

United Utilities

United Utilities changed its criteria on one of its support schemes to help customers financially impacted by Covid. Additionally, the North West water company describes how it adapted its working practices to complete the biggest plumbing job in its region on time despite the virus.

During the pandemic United Utiliites changed criteria on its ‘Back on Track’ scheme, which reduces water bills for customers on low incomes, who receive benefits or are on tax credits, to include those impacted by Covid.

Under the new criteria customers need to provide evidence that they have either been furloughed under the Coronavirus Job Retention Scheme (CJRS), are benefiting from the Self-Employed Income Support Scheme (SEISS) or have been made redundant.

In November, the company completed its biggest ever plumbing job in Kendal, Cumbria with a team of 180 specialist engineers. The company connected four new 1.6 meter diameter pipes into the Haweswater Aqueduct – the large pipe supplying water in the North West – in under eight days.

John Hilton, United Utilities project director, explains further: “As well as rigorous round-the-clock cleaning, team distancing and testing, almost 100 extra trained staff had to be put on stand-by in case an entire work team had to self-isolate.

“We had hot and cold food brought in and we took over two hotels- one for the night shift, one for the day shift, to reduce the risk of contamination.”

Prospect Union

For Sue Ferns, senior deputy general secretary of the Prospect Union,  good communication between unions and energy has been key during lockdown. Here she explains the journey Prospect has been on since the fateful final weeks of last March.

Good communication between unions and the network companies has proved invaluable during each phase of lockdown. Back in Spring 2020 Prospect initiated a programme of weekly national Covid calls, managed through the ENA but also including representatives of Energy UK. This regular focused dialogue has helped to ensure constant vigilance though, as we all recognise, there are continuing challenges.

Over the months we have jointly considered hundreds of questions, submitted by Prospect and our trade union colleagues. Early priorities included risk assessment, availability of PPE and application of control measures for field operations. Interactions with and maintenance of safety standards by contractors has been a key theme, along with the need to development new approaches to training and competence assurance.

Unsurprisingly the emergence of new Covid variants impacted sickness absence levels, foregrounding issues of workforce resilience, mental health and well-being, on which there is much work still to do. Test, track and trace processes continue to evolve, as do company approaches to the vaccination programme, which unions are encouraging members to take up.

Whilst our work is far from finished, it stands in positive contrast to the experiences of many workers in other sectors. Yet again it has demonstrated the indispensable role of trade union health and safety representatives.

Anglian Water

Anglian’s chief executive Peter Simpson reflects on the “profound” impact of a year in lockdown and what it has meant for the water company.

Through all of the events of the last year, the health, safety and wellbeing of our employees, partners and customers has been at the forefront of our minds as we go about our vital jobs as keyworkers, whether it be through fostering employees’ resilience through support for mental health, offering financial and practical support to customers, employees and partners, or simply the basic but crucial provision of appropriate PPE.

Striving to support health, safety and wellbeing, and to ‘deliver the basics brilliantly’ are fundamentals, and no more than our colleagues and customers expect and deserve. But it’s our history of going beyond the basics that really gives me confidence for the year ahead. If we managed it in the most challenging of years, being guided by our environmental and social purpose, I’m confident that focus will endure long beyond Covid.

There were some real positives to build on despite the intense restrictions that were made on the nation as a whole. As a water company we saw (and supported) a very rapid push to ‘build back better’. And as 2020 became 2021, the environment and the global response to climate change really did start to come back up the agenda, alongside the vital fight against coronavirus.

HRH the Prince of Wales began the new year by launching his trailblazing Terra Carta initiative (of which Anglian Water is a founder signatory), combining the transformative forces of business and investment at an international level to accelerate the transition to a sustainable future.

The common thread in these activities, which themselves cover community, environment and sustainable finance, is acting in the public interest. Last year showcased the stark contrast between companies whose purpose is exclusively self-interested, and those which see themselves as having a social responsibility beyond that. This is something we intend to build on throughout 2021.

Severn Trent

Supporting the communities it serves was central to the company-wide response by Severn Trent through education programmes, support funds and even generating more energy from food waste.

This included creating a £1 million coronavirus fund, which supported over 300 charities and non-profit groups across the region that were in turn supporting communities on the front line, or feeling the impact as a result of the pandemic.

Keeping education sessions running for home schooling was done through online, live lessons that thousands of children took part in to learn about water, waste and the environment. The company paid its supply chain partners early to support at the difficult time for contractors and suppliers.

The apprenticeship programme welcomed 46 young people to the scheme and the onboarding process was changed to provide opportunities for people in the community despite everything going on.

It was innovative in its approach to waste during lockdown, generating electricity from food waste and even seeing a 17 per cent jump in domestic food waste arriving at its processing depots compared to 2019.

Between April and July 50,000MWh of electricity were generated from 127,300 tons of wasted food at eight plants operated by SVT. The Green Power sites stayed open to process food from individuals and local authorities into energy. Pamela Lloyd, commercial director at Severn Trent Green Power, said: “We kept our doors open throughout the national lockdown, so food waste at home could continue to be recycled. By remaining open, we wanted to play our part in a green post-Covid recovery, helping the country to fulfil its environmental obligations for a cleaner and greener future.”