The webcast will be available on demand from Wednesday 5 September at the following link: Gaynor Kenyon – Corporate Affairs Director. Terms and conditions relating to the use and distribution of this information may apply. These populations are served by the Haweswater Aqueduct for which we are proposing a major scheme, with strong customer support, to deliver replacement tunnels across AMP7 and AMP8 using a direct procurement approach, as this is most likely to be the best value solution. Throughout AMP6, United Utilities took the decision to build a much deeper understanding of the customer base we serve, and our level of customer participation increased five-fold compared to PR All of this allowed us to canvass views on the initial priorities for the plan and the value placed on delivering the outcomes we proposed.
These significant savings are achieved through innovations applied in AMP6 and planned for AMP7, market testing our cost base and a better challenge of needs both internally and externally with our quality regulators. We have designed a package of performance commitments, targets and incentives that covers all aspects of service and environmental performance that are important to customers and stakeholders and that incentivises innovation in our operations. This resulted in a plan that offered a We were also very aware of our responsibility, in a region with some of the highest levels of deprivation in the country, to provide support for those struggling to make ends meet. We have reviewed our overall outcome delivery incentive ODI package to ensure that there is an appropriate balance of risk and return. We took the time to understand more about customer motives and behaviour, to utilise this to deliver services more effectively and efficiently.
We support the wider application of financial incentives to performance commitments and have applied financial incentives to almost all our measures, with most subject to both outperformance payments for stretching performance and underperformance penalties. To mitigate the impact of this on customer bills, we have also re-profiled revenues to ‘flatten’ the profile of key ratios overand hence minimise the required level of PAYG advancement.
Robert Lee – Head of Investor Relations. Data tables and models. The table below identifies the costs included within the building blocks of the allowed revenue: Capital expenditure and RCV. It enabled us to work on where we could best identify efficiencies, and where our culture of constant innovation could help drive greater value.
United Utilities – Behind the scenes in developing a fast-track business plan
Over the last businesz years, we have communicated and listened to customers in new ways and through new channels giving us unprecedented breadth and depth of insight. These include significant reductions in leakage, sewer flooding, and supply interruptions, as well as further developments in our industry leading pollution performance and integrated catchment management approach.
Choosing your water retailer.
Beyond ongoing research, our broader public engagement campaign reached over 1. We have applied PAYG rates broadly consistent with operating costs which includes infrastructure renewals expenditure as a proportion of totex for each price control. Because one thing PR19 has reinforced with me is that creating a successful business plan is a continuous plah, one built on ongoing utilitie with customers and a continual stream of insights to consider.
Increases in customer numbers. This announcement and the associated presentation will be available at: A great team of committed people. Becoming a new supplier. Retail margin – residential.
United Utilities – Behind the scenes in developing a fast-track business plan – Ofwat
RCV run-off rate in line with ‘natural’ rate. A lot of long days and hard work. In AMP5 and AMP6 we have voluntarily reinvested over half a billion pounds of outperformance back into the business, sharing the benefit with customers. In many ways this has changed how we communicate and deliver services and is now embedded in how we run the business. Overall cost of debt RPI real. The table below shows how this WACC is broken down: Our full PR19 business plan can be accessed at the following link: We have designed a package of performance commitments, targets and incentives that covers all aspects of service and environmental performance that are important to customers and stakeholders and that incentivises innovation in our operations.
All of this allowed us to canvass views on the initial priorities for the plan and the value placed on delivering the outcomes we proposed.
Search the Ofwat site. We have also made substantial contributions towards customer affordability schemes out of shareholder funds. In adopting Ofwat’s early view WACC guidance for the plan, we are committing to a plan that delivers the best affordability for customers on an efficiently financed basis. Gaynor Kenyon – Corporate Affairs Director. It is one of the reasons I am proud to work for United Utilities and proud of the plan we have proposed. Reviewing the first year of the business retail water market.
Throughout AMP6, United Utilities took the decision to build a much deeper understanding of the lpan base we serve, and our level of customer participation increased five-fold compared to PR Customer and developer services experience. We recognise the importance of dividends to our shareholders, however our United Utilities Group PLC dividend policy will not be decided by the Board and announced until we have received our final determination.