Presentation to GDPCR Cost Workshop Alex Wiseman Regulation Director 19 th April 2007
Dec 26, 2015
Agenda
Introduction to NGN
Environment for the 5 Year Reset
Opex Forecasts
Comparative Efficiency
Summary
Innovative Business Model
NGN has implemented a unique business model based on the principles of Strategic Asset Management, under which the roles of asset ownership/asset management and asset services are unbundled
NGN remains accountable for all asset management including licence and safety case obligations
Competitive procurement process used to select service provider. United Utilities selected on basis of market experience and success in similar utility contracts
UUOL is a special purpose vehicle working exclusively for NGN. Neither CKI nor NGN has any interests in UUOL or its parent
On 1 June 2005, NGN entered into an Asset Services Agreement (ASA) with UUOL to contract out the provision of a wide range of services including Operation and maintenance of the DN Delivery of Capex and Repex programmes
NGN Business vision
To be benchmarked by Ofgem and HSE in the top two comparable utilities in:
Customer service
Efficiency
Health and Safety
NGN supports the benchmark approach
Legislative changes – such as waste, environment (including landfill tax), pensions, noise at work regulations and working at height regulations
Regulatory Changes – notably offtake and interruption reforms - although decision now made, still uncertainty on incentive mechanism and precise implementation mechanism
Real increases in EPC costs – EPC rates forecast to increase by RPI+4% pa driven by predicted shortages of engineers and manpower as a result of large UK infrastructure programmes
Real increases in salary costs – Direct labour costs forecast to increase at RPI +2% pa. Shortages of experienced gas personnel due to an aging workforce resulting in investment in apprentice schemes. Also increase in staff levels and training (eg. 2 years training for network control and 3 years for safety)
Business Environment – leading to cost pressures
Real increases in Material costs – General increase in material costs of RPI+2% pa from rising commodity prices in particular oil and oil based goods
Real increase in Energy Costs – Energy costs doubled during 2005/06. Forward curves continue to show significant volatility in market prices
Security - An increasing focus on security of assets due to potential terrorist threats on gas networks
Service improvements – Improvements that NGN is planning to make in its quality of service and safety to achieve the frontier.
Cost Pressures
Changing Nature of RPI
Annual price changes in the goods and service sectors, 1993 to 2005
-10
-5
0
5
10
15
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Goods
Services
Supermarkets and suppliers of goods produced overseas are seeing inflation below RPI
Service sector firms employing a UK based workforce are seeing inflation above RPI
NGN Performance in Current Review Period
NGN Performance vs Regulatory AllowancesControllable Opex Less Pensions & Shrinkage - 2005/6 Prices
60
65
70
75
80
85
90
2002/3 2003/4 2004/5 2005/6 2006/7
Co
ntr
olla
ble
Op
ex (
less
Pen
sio
ns
& S
hri
nka
ge)
.
Actual/Forecast
Allowance
Despite upward cost pressures NGN has delivered significant efficiencies in the current review period
GDN Controllable Opex (less Pension & Shrinkage)
90
95
100
105
110
115
120
2004/5 2005/6 2006/7
Co
ntr
oll
ab
le O
pex
(In
dexed
to
100 2
004/5
)
.
Source Data: 2004/5 Ofgem Second Consultation Document
2005/6 & 2006/7 Ofgem Third Consultation Document
NGN Performance in Current Review Period
NGN
NGN has reduced costs since sale
There is reduced scope for future efficiency savings
Contractor costs increase by RPI + 2% against a forecast of RPI + 4%
Direct Labour costs increase by RPI + 2%
Material Costs increase by RPI + 2%
All xoserve costs treated as opex in BPQ consistent with current treatment
Shrinkage gas costs based on forward prices in September 06, modest demand increases and a reduction in the shrinkage factor in line with leakage reduction
Pension costs based on latest actuarial valuation
Major Forecast Assumptions - Opex
98.5% of controlled escapes will be attended within 2 hours on a 24/7 basis across the entire NGN area
External escapes anticipated to reduce by 2% year on year throughout the period but partly offset by increase in internal escapes
Continuation of TMS and UMS metering contracts which act as “fill in” work for emergency workforce (This is now looking very doubtful)
NGN exits SOMSA NSA in 2009
Major Forecast Assumptions - Opex
Since Purchase
£1.9m spent on rationalisation and reducing workforce Business model has substantially reduced central overheads Initiatives on decommissioning expensive vehicles, procurement, recycling Partnership approach to contractors
Planned Initiatives
New IR framework Changing working practices Vehicle efficiency initiatives Improved back office processes
Efficiency Initiatives
Opex Forecast
Despite significant upward pressure on input costs NGN is forecasting to deliver efficiencies to hold costs stable in real terms over the plan period.
Major Forecast Assumptions - Capex
Contractor, direct labour and material cost increases as per opex
Investment based on existing legislation, policy and procedures
NTS storage available to NGN at zero cost throughout plan period
Network storage deficit position throughout plan period
Capacity designed to meet 1:20 demand criteria in line with 2006 LTDS
Existing numbers of network sensitive loads (ie no programme to actively reinforce the network to remove such loads)
Connections and diversion workload consistent with historic levels – no significant changes to connections market
PAS 55 principles applied
Capex Forecast
Two major LTS projects required in 2011/12 and 2012/13
IT investment required in early years to replace GTMS and to refresh IS systems
Major Forecast Assumptions - Repex
Labour, material and contractor cost increases in line with opex
Iron mains replacement workload based on existing agreement with HSE – 528km per annum abandoned
Selection of pipes for replacement driven by existing HSE risk model
Service volumes based on historic patterns
TMA costs excluded
Repex - Forecast
Major project in 2009 /10 to replace the Catton to Weatherall LTS pipeline due to its deteriorating condition
Results of Ofgem Consultants’ bottom up Analysis
PB Power – Direct Opex:
NGN at the efficiency frontier for 4 out of 5 cost categories
LECG – Support Services Opex:
NGN not identified as being at the frontier in Support Services, but NGN ahead of the median
Allocation issues between support services and direct costs suggests that the benchmarking may not be consistent eg SGN most efficient for support service and least efficient for direct costs
Hence top down benchmarking may be appropriate
PB Power report on Capex and Repex:
NGN at the efficiency frontier for total net repex
Capex projects less suitable to comparative analysis but proposed reduction in forecasts lower than for other IDNs
EE Relative efficiency
Models should pass ‘real world’ test. For example, not clear that % non- domestic customers is a direct cost driver and it is ‘explained’ by customer numbers and volume
Objectively, main cost driver is network length (eg driving repairs and maintenance, emergency costs)
Substantive correlation between network length, customer numbers and volume
Different networks will favour different drivers but given small number of data points, a composite variable seems appropriate
One solution would be network length, customer numbers and volume in ratio 50:25:25 in line with DNO review
Summary
NGN has a clear focus on efficiency and continuous improvement led by its corporate vision and implemented via its business model.
Resulted in ongoing improvements in efficiency since purchase in June 2005 in an environment of increasing cost pressures.
NGN business plan continuing to contain costs despite exposure to significant above inflation increases
NGN incurred the lowest capital expenditure overspend in 2002-2007 period and is the only GDN to forecast 2006/7 costs below 2004/5 costs.
This achievement reflected in Ofgem Consultants’ analysis that places NGN at or close to the efficiency frontier.
Top down benchmarking using a composite variable the most appropriate approach to set regulatory allowances to maintain the strength of incentives for efficiency and hence lead to customer benefits.