Customer connections One of our obligations is to meet any reasonable customer request for connection to the network.
Shafiq is a senior consultant at CEPA. Laura has a sound understanding of health systems having worked as a health care professional for five years in both high- and low-income settings and in rural and urban areas.
For example, over the current price control period we have been able to use the latest condition information and performance data together with the outputs of research projects to extend technical asset lives for certain types of equipment.
Adaptable and flexible Our business plan is capable of dealing with a wide range of potential impacts on the gas transmission network resulting from decarbonisation of the electricity sector and changing supply and demand patterns. Environment Our plan delivers our environmental legislative obligations, supports the decarbonisation of the electricity sector by connecting gas fired generation plant to the NTS and reduces our impact on the environment.
This is all underpinned by the need to ensure affordability for consumers. Because the Planning Act is relatively new, the effect it will have on major projects is not yet fully known. Refer to our Future of energy annex. We explain the key elements that contribute to the delivery of each output, including what we already do to deliver these and what we will do in the future.
The main trade-offs within our business are the interactions between our Transmission Owner TO and System Operator SO functions and balancing capital and operational costs in relation to asset replacement, refurbishment and maintenance. Our business plan presents evidence of these potential cost increases and explains the actions we will take to mitigate the impact this has on the cost of running our business.
With the decline of indigenous gas supplies, the arrival of significant LNG importation terminals, greater European interconnection and the emergence of a new generation of fast cycle storage, the nature and behaviour of connected parties has materially changed.
This, along with our role in facilitating a low-carbon future and shaping UK and European energy policy, will continue to be our core priorities. Robert has worked across a range of sectors, including energy, transport, health, agriculture, financial services and publishing.
We look forward to evolving the network and the way we manage it to meet our customers and wider stakeholders needs over the coming decade. We have proposed a series of regulatory mechanisms to adjust our revenue to reflect what actually happens. We will work towards our aim that regulation should maximise the benefits to UK consumers while minimising the cost to them by, among other things, ensuring that generation, transmission and supply companies have the right incentives to innovate and invest.
Health and Safety Executive representatives believe we demonstrate good alignment of process safety priorities and that we have an exceptional safety record but we should remain vigilant against complacency. In order to do this there are a number of major challenges we need to overcome.
For operational expenditure, we have embedded an average long-term efficiency level of 1. Our business plan reflects the resulting impact these changes will have on the gas transmission network. These upgrades will allow us to build in the flexibility that we will need to efficiently operate the transmission network of the future, as well as increasing our cyber security.
For each output, we describe what was included in our July business plan, what our stakeholders have told us is important to them, and what we are proposing in our updated March submission.
Ben is an experienced regulatory economist, project manager and team leader. The survey itself must not be a resource burden on stakeholders. We take a variety of factors into account such as the complexity of the work, where the expertise sits, the need for flexibility and economic factors when assessing whether insourcing or outsourcing is most appropriate.
She has extensive in-country experience in both Africa and Asia, including six years living and working in Africa.
Our proposal in July What stakeholders said What is in our March plan We will develop the connections and capacity processes to align them and to mitigate against the implications of the Planning Act on delivery timescales Stakeholders supported further development of the processes and would like to fully explore and understand a number of options We have proposed a high level process that specifies the steps we will follow in delivering incremental capacity We propose that our obligated lead time to deliver incremental capacity is reduced to 24 months Gas Transmission s RIIO-T1 business plan 21 24 Customer connections continued The following table outlines the key deliverables in relation to the customer connections output, how it will be funded and our anticipated investment over the RIIO-T1 period.
Refer to our Future of Energy annex Adaptability and flexibility In light of the uncertainty regarding the exact demands our customers will place on our services over the next decade, our investment programme will need to be flexible.
Robert has worked across a range of sectors, including energy, transport, health, agriculture, financial services and publishing.
Our security strategy allows for effective and appropriate security measures to be employed to safeguard our above ground assets and provides for the enhanced protection necessary to ensure the continued safe operation of our IT systems.
We forecast we will spend 0. He covers these issues primarily in the UK but also has experience in other countries. Nick has worked extensively in the energy sector; on network regulation and on renewable energy projects.
Her clients include private sector companies, regulators, governments and trade bodies. This is considered within our risk and uncertainty analysis and our finance package.
We have, however, also tested our business plan against credible alternative scenarios and have identified uncertainties and the corresponding impact on investment to create a robust and flexible approach to the range of credible future outcomes. We promised our stakeholders we would discuss our future challenges and plans with them, listen to what they had to say, and act on what they told us.
He also holds a bachelor's degree in Economics from Cardiff University. RIIO-T1: Publication of the revised business plans of National Grid Electricity Transmission plc and National Grid Gas plc The next transmission price control (RIIO-T1) is the first price control to be conducted.
Energy provider to homeowners and businesses in London and the South East. Find out about our latest news and press information! We’re currently preparing for our next business plan submissions to Ofgem (the next regulatory period, RIIO 2, begins in ), so whether it’s for our RIIO submissions or our annual planning process, we will give stakeholders a stronger voice in what we do.
The mid-period review focused on three specific areas, all of which relate to National Grid’s transmission outputs (both gas and electricity). Under the RIIO controls, we are required to deliver agreed outputs for consumers. Profile William is CEPA's Chairman.
He is a former top civil servant now working at a senior level in the private sector. His Whitehall career included 15 years of Board level experience in five Government departments focusing on energy and transport. Always verify National Grid reps by asking them to confirm the last five digits of your account number.
Saving money and energy is easy with a No-Cost Home Energy Assessment. Schedule yours today.National grid gas riio business plan