13th February


Utilities, Third Sector, Community & Faith Groups, Media, Supply Chain




To ensure social strategic priorities reflect stakeholder preferences and priorities and develop our plans to support customers that need additional help.


9.1 / 10

Our stakeholders scored us 9.1 out of 10 for overall satisfaction when asked to rate the workshop.

We will refresh our Vulnerability Strategy, directly reflecting the feedback that you provided on the day and based upon the ‘awareness-accessibility-action’ framework that you recommended.

We took on board your views that cultural issues may produce specific challenges for our customers when an engineer wants to visit a home.

To understand this further, we’ve undertaken additional research to better understand communities across our network and will run focus groups with our diverse customer base to identify where we need to flex our customer journey.

You were clear that our engineers could play an important role in helping to reduce fuel poverty by providing energy efficiency advice.

We have now completed a small pilot of this approach and following your feedback and analysis of the results, we will scale this up this year to reach more customers.

We heard loud and clear your ongoing support for our Community Partnering Fund.

We commit to continue funding this scheme now and as part of our future business plan (2021 – 2026).

You told us that for many organisations, soft skills training often isn’t prioritised when workload is high.

We will establish a formal competency framework for vulnerability skills and training.  The framework will help us to move from ‘nice to have’ to an essential capability for our colleagues.

You told us that there are a small number of customers who fall through the gaps of existing funding but who require help and support.

We will propose a new hardship fund that will target these customers; providing help when it’s needed most.

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