1. Working with our customers, communities and stakeholders Danielle Royce Stakeholder Engagement Manger 1 March 2016

2. Key Achievements Leading GDN for customer satisfaction in 2014/15 Leading GDN for 5 out of the last 7 years One of only two GDNs to receive maximum incentive rewards from Ofgem in 2 nd year of RIIO Achieved an overall satisfaction score 9.04/10 in 14/15 0 Ombudsman complaints against us continuing our 4 year run. Won 7 Industry Awards for Customer Service since 2009 Shortlisted for Utility Industry Customer Award 2015 Achieved ICS ServiceMark accreditation (2014) One of only 4 member companies to achieve “Distinction” status from the Institute of Customer Service 2

3. Challenges & Opportunities The Challenge – Our legacy has left us with few and infrequent customer touch points. – Set against rising customer expectations – Social media and proliferation of smart phones mean colleagues are monitored more than ever before Opportunity – The touch points we do have are often time sensitive, personally disruptive, and critical to delivery. Our Aim – Collaborate as an industry to trigger a transformation in the types, quality and value of the service we offer our customers. – We aspire to not just repair, but also prevent and enhance customers’ experience. 3

4. Broad Measure of Customer Satisfaction introduced as part of business planning process with incentives and penalties of £4m a year Customer Satisfaction - Quarterly surveys (replacement, emergency/repair and connections) Up to £2m incentive or £2m penalty for worst performing GDNs. Fixed targets in each work category – achieving maximum reward is extremely challenging –Emergency & Repair 9.0 –Connections8.4 –Mains Replacement8.5 Complaint Handling - £2m penalty only for worst performing GDN’s based on following output measures: Complaints resolved in D+1 of receipt Complaints resolved in D+31 of receipt Number of repeat complaints Number of Ombudsman Cases in favour of the complainant Stakeholder Engagement Incentive of up to £2m pa 4 Targets and incentives

5. Measuring performance 5 Measurement and accountability has created a culture of competition

6. UK Customer Satisfaction Index (UKCSI)

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8. Year 2015/2016 – Quarter 1 ConnectionsPlannedEmergency & RepairOverall Customer Satisfaction Northern Gas Networks 9.29 Scotland 9.15 Northern Gas Networks 9.54 Northern Gas Networks 9.26 Wales & West 9.05 Northern Gas Networks 8.96 Wales & West 9.53 Scotland 9.17 Scotland 8.85 Wales & West 8.75 East of England 9.52 Wales & West 9.11 Southern 8.56 Southern 8.68 Scotland 9.51 Southern 8.89 North West 8.15 North West 8.15 Southern 9.43 North West 8.70 East of England 8.03 East of England 8.03 North West 9.37 East of England 8.37 London 7.94 London 7.94 London 9.15 West Midlands 8.26 West Midlands 7.79 West Midlands 7.79 West Midlands 9.07 London 7.97 8 2015/16 WWU Performance Fixed targets – Connections 8.4 – Planned8.5 – Emergency 9.0

9. Data Insights Our Consistently Lowest Scoring Areas in Customer Satisfaction: 1.Timeliness and Quality of reinstatement 2.Site tidiness 3.Communication with the customer 4.The length of time customers are off gas for replacement and emergency work 9 Q2 Time to get through to an operator on emergency line Q11Gas supply restored as soon as possible Q12Communication during interruption Q14Reinstatement

10. 1. Reinstatement New performance management information measuring timescales at each point of process, by geography Engage with internal and external stakeholders to improve process New contract arrangements for reinstatement services – reducing timescales Communication card to manage customer expectations Consider roll out of customer satisfaction app to Reinstatement Teams Teams doing own reinstatement at time as work rather than calling for an additional team New technology – invest in mobile jet washers Behavioural training for reinstatement staff 10

11. 2. Site Tidiness TIDY SITE rules developed and rolled out Ensure all teams have correct equipment e.g. brushes, pan & brush – Spoil trays trialled by Team Bristol – Audit to be undertaken 11 Launched ‘Rate Our Site’ campaign – Customers incentivised to send in photos to the office of our sites with a “tidiness rating” – shopping vouchers incentive Site tidiness to become an expanded part of quality and safety audits Improve general housekeeping

12. 3. Communication Communications audit to establish consistency around signage and letters Communications improvements: – Introduce texts for planned work – Team Bristol – ‘Thank you for your patience’ cards – More proactive presence on social media – Promote Website – What’s happening in my area?Website – Develop standard customer scripts to frame conversations between customers and operational colleagues Establish Customer Working Group Review ‘door knocking’ results and do cost benefit analysis Thank you/next steps cards for customers (post work) 12

13. 4. Prompt Restoration of Supply Review available data on a patch by patch basis to identify where specific issues are Better forward planning - Closer integration between Programme Controllers and PM to review work plans and programmes, and EMS to attend project meetings Reprioritise planned metering jobs Monitor every job via app to see who is delaying notifying EMS that they are ready – avoiding 20 jobs being reported at the same time 13

14. Continuing the conversation… In order to deliver a better experience we need to continue to engage our customers, colleagues and stakeholders Methods we use include: – Critical friends’ panels – Customer forums – Online consultation – Stakeholder roadshows and annual events – Ongoing one to one engagement as appropriate 14

15. 15 THANK YOU danielle.royce@wwutilities.co.uk workingwithyou@wwutilities.co.uk