Moving to a world of real time data, how does this help customers in Fuel Poverty?
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Robin Hood Energy is the UK's first local authority-owned energy supplier created to tackle fuel poverty. It operates as a not-for-profit supplier providing affordable gas and electricity predominantly to domestic customers. In its first year, Robin Hood Energy launched prepayment tariffs, began installing smart meters, and partnered with local organizations to help vulnerable customers. Moving forward, Robin Hood Energy aims to use real-time smart meter data to help customers budget accurately and reduce fuel debt while addressing concerns around privacy and technology.
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Moving to a world of real time data, how does this help customers in Fuel Poverty?
- 1. Moving to a world of real time data, How does this help customers in Fuel Poverty? September 2017 Jade Kirk and Gail Scholes
- 2. About Robin Hood Energy • The UK’s first Local Authority-owned fully licensed gas and electricity supplier. • Bourne from a political manifesto commitment to tackle fuel poverty within the city. • Run on a strictly not-for-profit basis and aimed predominantly at the domestic sector. • Fully licenced for Commercial supply. • Feed in Tariff supported • We operate throughout mainland UK.
- 3. About Robin Hood Energy Social Objectives • Tackle fuel poverty, by offering affordable gas and electricity to all our customers • Installing smart meters, prioritising customers who have traditional prepayment metering • Job creation
- 4. Year 1 - Journey to Date • September 7th 2015 – National launch of company • October 2015 – First Feed in Tariffs registered • November 2015 – Launch of Prepayment tariffs • February 2016 – Launch of Commercial Gas • April 2016 – Launch of Commercial Electricity • May 2016 – Commencement of Smart rollout • June 2016 – VOID / Smart PAYG Go Live • September 2016 – White Label Go Live
- 5. Challenges - Operating • The perception that the energy market isn’t competitive – prices have reduced dramatically in recent months – More suppliers operating in the market, 80+ now actively competing for market share versus 23 when business case was developed • Dis-engaged consumers – a real problem 70-80% • Customer’s Priorities – Price – Customer Service – Trusted Brand – So what is the USP?
- 6. Tackling Fuel Poverty • Year 1 – Built SMET1 metering offer – Prioritised Prepay and vulnerable customers – Plan in place to move customers to fixed rate tariffs – Sign posts in place from other LA services – Working in partnership with the Nottingham Energy Partnership • Year 2 – Smart Metering Programme engagement and readiness for SMETS2 – Call centre restructure – Data analytics, insight and analysis – Continuous improvements
- 7. Real time data • Benefits • Understand usage in the home • Budget accurately • Interesting links with health care • Sign posts to help with fuel debt and vulnerable customers • No estimated bills, reducing potential fuel debt • Negatives • Feeling of Big Brother watching • Customers think the cost will be passed onto them • Myths around the technology • Reluctance to change
- 8. Addressing Energy Affordability • East Midlands region moves from 7th to 1st position for price competitiveness • Tariffs are now approx. £118 cheaper in East Midlands than when we first launched • All consumers benefitting from Robin Hood Energy launch • More suppliers now competing in PAYG space since we launched our prepayment tariff • CMA review referenced RHE and the lead we took on reducing the prepayment tariff • Reaching out to communities and completing analysis on fuel poverty at ward level • Focus on Customer Service– all business decisions made with customer journey and experience in mind • Sharing our experience with other local authorities
- 9. Putting Customers First Switch from Old Supplier Robin Hood energy Traditional PAYG Robin Hood energy Smart PAYG Robin Hood energy DD fixed • Install Smart meters • Smart PAYG monitoring • Progress to Credit tariffs • Reduce tariffs prices • Reduce fuel poverty
- 10. Delivering our ‘Other’ Objectives • Driving further price caps, variable tariff? • Variable tariffs 70-80% of Big 6 customers sit on a variable tariff, RHE have <25% of customers on this tariff, difference in price, RHE 8% difference between fixed and variable • Customers are contacted 3 times when their fixed is coming to an end recommended another fixed rather than defaulting to a variable tariff. • Recent discussions with OFGEM • Lobbying against current policy and challenging the market