As a company based in the heart of the region, we are uniquely privileged and have a responsibility to be a positive influence on the communities that we operate in and enhance customers’ lives.

That’s why our business plan for 2021 – 2026 and beyond has been co-created with our customers and stakeholders. Over 189,000 of them, supported by hundreds of conversations every single day.

Our plan is centred around eight key promises designed to deliver the outcomes that matter most to our customers.

It’s our most ambitious plan to date and is built on our bold and imaginative service delivery and our consistently strong performance since 2005.

Find out more about our plans and commitments for 2021 – 2026 here.

How we’ve consulted customers about our business plan

Our customer plan has been developed with our customers and stakeholders during what has been our largest and most ambitious engagement programme ever undertaken.  We’ve listened to the views of 189,000 individuals, launched the industry’s first ever Citizen’s Jury and carried out in-depth testing to gauge acceptability of our plan.

Initial stage deliberative workshops gave customers the opportunity to explore our plan in detail, what it would mean for future service and bills, helped to provide initial feedback.

We then used this feedback to make some adjustments to our plan and asked 1,300 customers across our region what they thought through surveys to measure their response.

We consulted a wide range of customer types, including those facing difficult circumstances, talked to customers online, on the phone and in their homes.

We also gathered the views of our national and local stakeholders – organisations and businesses with an interest in what we do.

We’re delighted that 92% of customers and 96% of future customers found our plan acceptable. You can find out more here.

What's next?

We received Final Determination for our business plan in December 2020.  The publication of the Final Determination means we are now at the end of Ofgem’s process for RIIO-GD2.

While the overall outlook remains very challenging financially, we have clarity on what we need to deliver against across the next five years and have begun delivering on our RIIO-2 business plan from April this year.

We will keep you updated on our next steps as we move through RIIO-2.

Tell us what you think.

We’re always looking for feedback to help improve our service. As a valued stakeholder it’s essential that we understand your priorities and hear what you think of our current performance and services, as well as our future plans. If you have feedback on our plans for 2021 – 2026 that you would like to share, good or bad, we’d love to hear from you.

  • For information on how we use your details please read our Personal Data Privacy Notice

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What we've learned so far

@NGNgas

Should we promote low carbon alternatives to a gas connection (like heat pumps) when talking to customers experiencing fuel poverty?

50% Yes
50% No
@NGNgas

In addition to Carbon Monoxide awareness, which of the below would be most beneficial for our teams to provide advice or referrals on?

50% Energy efficiency
50% Safeguarding
@NGNgas

During a major loss of supply or gas emergency, should NGN provide its incidents support package, including heaters, hot food, showering facilities and alternative accommodation to all NGN customers or just those customers registered on the Priority Services Register (PSR)?

57% All customers
43% Customers on the PSR
@NGNgas

Does our target of getting to 97% of gas escapes (where the supply can’t be turned off at the meter) within 1 hour meet your expectations?

73% Yes
20% No, I expect it to be higher
7% No, I expect it to be lower
Dialogue
36
people

attended our Innovation workshop in March, a sell-out event.  The session brought together a broad cross section of national, local, customer and wider workforce representatives which helped to create a productive platform for debate and robust challenge on our plans.

At our Innovation workshop

stakeholders praised our engineer-led innovation but recognised a top-down approach is needed for major innovation projects such as the role of gas as part of a low carbon future.

Useful documents

Our Innovation Report

Read our annual Network Innovation Allowance summary to find out how we’re investing in clever solutions to make lives easier for customers throughout our network.

Recite