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Distribution Business Plan Supporting Annexes

Annex Volume Aii
Section A. Overview – Chapter ii. Executive Summary

Plan on a page SPD | SPM Our plans for SP Distribution and SP Manweb summarised onto single pages
Changes to our plan

A description of the changes we’ve made to our plan since our original submission in July 2013

Changes to our plan Appendix A – CV Table Changes A confidential supplementary appendix to Annex Aii – Changes to our plan – SPEN *

Annex Volume B2
Section B. Context – Chapter 2. Our Challenges

Written Evidence to Scottish Affairs Committee Evidence supplied to the Scottish Affairs committee regarding SPEN’s performance during the January 3rd 2012 Storm
Assessment of Overhead Line Performance During Severe Storms An independent evaluation of SPEN’s improvement in overhead line performance between two comparable storms in 1998 and 2012
Letter Regarding Storm Response Letter from Fergus Ewing MSP, Scottish Minister for Energy, Enterprise and Tourism, regarding SPEN’s response to 2013 storms

Annex Volume B3
Section B. Context – Chapter 3. Stakeholder Engagement

Learning from Stakeholders A description of our overarching Stakeholder Engagement approach and the engagement process we have undertaken in developing this Business Plan
RIIO-ED1 Stakeholder Consultation - Phase 1 Report An Independent consultation with SPEN stakeholders to understand their priorities for future investment planning in line with RIIO-ED1 - Phase 1
RIIO-ED1 Stakeholder Consultation - Final Report An Independent consultation with SPEN stakeholders to understand their priorities for future investment planning in line with RIIO-ED1 - Final Report
Stakeholder Engagement – Further Detail A detailed description of the engagement activities that were undertaken in preparing this business plan, the feedback we received and the outputs that are contained within the plan as a result.
Stakeholder Panel Scoping Phase - Final Report Independent scoping research exercise carried out in order to establish stakeholders’ willingness to support proposed Stakeholder Panel

Annex Volume C5
Section C. Our Plan – Chapter 5. Outputs and Incentives

Black Start Capability Our plans for ensuring that our network is black start resilient through the ED1 period
Environment Strategy Our strategy for managing our environmental impact - setting measurable objectives related to both narrow and broad environmental impacts

Losses Strategy 
*Updated May 2014*

Our strategy for managing the main causes of energy losses from our distribution systems. Energy losses arise for a variety of technical and non-technical reasons and this section describes the different types of distribution losses.
Customer Satisfaction Strategy Our comprehensive strategy and roadmap for delivering outstanding customer satisfaction through the current price control period (DPCR5), through ED1 and beyond.
Social Obligation Strategy Our comprehensive strategy and roadmap for delivering our social obligations through the current price control period (DPCR5), through ED1 and beyond.

Annex Volume C6
Section C. Our Plan – Chapter 6. Expenditure

a. Expenditure Summary
Expenditure Supplementary Annex This Annex sets out our RIIO-ED1 expenditure plans across all categories of our costs for both of our licences. We describe how we have developed the plans and how we have worked to ensure that they are as cost efficient as possible.
b. Asset Stewardship
Asset Data and Information Strategy A confidential annex - Our strategy for governance, validation, data assurance and data improvement in line with best practice and Ofgem guidance. *
Asset Health and Criticality Our methodology for evaluating asset health and criticality including a detailed description of the IT solutions used to derive Health Index and Criticality Index scores.
Asset Management Health Index Reporting Assurance An independent assessment of the process recently undertaken by SPEN to update the volume of asset movements eligible for HI reporting purposes and the associated processes for reporting HI profiles and scoring, including and assessment of whether the processes adopted to amend the volumes of asset movements were robust, effectively implemented, and thus provide an accurate representation of HI profiles and capital plan delivery.
Implementation of Condition Based Risk Management A confidential annex supporting Annex C6 – Asset Health and Criticality Strategy –  SPEN *
Long Term Strategy Our strategy for identifying and responding to long term developments in our operating environment, based on a view of what the likely developments will be towards the end of RIIO-ED1 and in subsequent price control periods.
Network Size Amendments Assurance Independent assessment to confirm that the process used to correct and amend the asset volume information in both SPD and SPM is robust, effectively implemented and results in a more accurate regulatory asset count.
Report on Network Size P3 & 4 Assets Follow-up independent assessment to confirm that the process used to correct and amend the asset volume information in both SPD and SPM is robust, effectively implemented and results in a more accurate regulatory asset count.
RRP Narrative Explaining Changes in Table V1 - Changes in Opening Balance Report explaining the key changes reflected in SPD and SPM’s Table V1 for the 2012-13 RRP submission after formal review of the Asset Base volumes within SPD and SPM.
c. SP Manweb Company Specific Factors
SP Manweb Company Specific Factors A detailed description of the company specific cost implications of the SPM urban interconnected network
d. Load Related Investment
Heat pump and energy efficiency scenarios Independent report setting out heat pump and energy efficiency scenarios for use in SPEN’s Transform modelling for business planning. These scenarios aim to represent a reasonable view of heat pump uptake and domestic energy consumption from lighting and appliances, based on the assumption that Government remains committed to meeting carbon targets.
LCT Network Monitoring Strategy A confidential annex - Our strategy for proactively identifying, monitoring and responding to the future growth of low carbon technology (LCT) on the LV network. *
Load Related Investment Strategy Our strategy for determining our Load Related Investment Programmes during ED1 and beyond.
Transform Model Analysis and Support Independent validation of key elements of the Transform Model to project the future expenditure required to manage the connection of Low Carbon Technologies (LCTs) to the distribution network.
e. Non-Load Related Investment
11kV Substation Plant Strategy Our strategy for the replacement and refurbishment of 11kV plant assets through the ED1 period.
132kV Cable Strategy Our strategy for the replacement and refurbishment of 132kV cable assets through the ED1 period.
132kV Overhead Lines Strategy Our strategy for managing our existing 132kV overhead line distribution network on the SPM network. It aims to address the current volume of assets at or approaching end of life, through an optimum level of investment, delivered through the continuation of a prioritised and project specific approach spanning DPCR5, RIIO ED1& RIIO ED2.
132kV Overhead Lines Heat Map A confidential annex supporting Annex C6 – 132kV Overhead Lines Strategy –  SPEN. *
132kV Substation Plant Strategy Our strategy for the replacement and refurbishment of 132kV substation plant assets through the ED1 period.
132kV Substation Heat Maps A confidential annex supporting Annex C6 – 132kV Substation Plant Strategy –  SPEN. *
33kV and 11kV Overhead Lines Strategy Our strategy for our 33kV and 11kV wood pole overhead line network during ED1.
33kV Substation Plant Strategy Our strategy for the replacement and refurbishment of 33kV plant assets during ED1.
BT21CN Mitigation Strategy Our strategy for BT21CN mitigation throughout the ED1 period.
Civil Strategy and Plans Our strategy for determining our planned investments during the RIIO-ED1 period to manage the condition of our civil assets associated with Substations Cable Tunnels & Bridges and LV Street Furniture
Legal and Safety Strategy Our strategy for the replacement and refurbishment of 11kV substation plant assets through the ED1 period.
LV and ESQCR Overhead Lines Strategy Our strategy for our LV overhead line network including ESQCR, during RIIO-ED1.
LV Substation Plant Strategy Our strategy for the replacement and refurbishment of LV plant assets through the ED1 period.
Operational IT and Telecoms Strategy Annex, along with our Non-operational IT annex, covers our strategy for managing our Operational IT and Telecoms portfolio during ED1.
Protective Equipment and Supporting Systems Strategy Our strategy for asset replacement, refurbishment and repair activities during the ED1 period associated with protection systems installed in SPD and SPM networks as well as other assets which play a major role in the protection of the network.
Regulatory Reporting Pack – Wooden Poles Guidance Document A discussion of the wooden poles RRP submissions for SP Manweb and SP Distribution including possible options for improving the outputs position associated with wooden poles.
RIIO-ED1 HV and LV Network Investment Analysis - Phase 2 An independent bottom-up assessment of required future network investment for the 11kV and LV SPEN distribution networks, specifically considering the impact of future low carbon technology uptake.
Rising Mains and Laterals Strategy Our strategy for the management of rising and lateral mains assets through the ED1 period.
SWG-02-007 Switchgear Assessment 6kV, 11kV and 33kV A confidential annex - The methodology by which SPEN assesses all 6kV, 11kV and 33kV switchgear, to allow the need for replacement to be evaluated when the switchgear score is used in conjunction with site specific HI and CI information. *
SWG-02-008 Assessment of the Operational Adequacy of 132kV, 275kV and 400kV Switchgear A confidential annex - The methodology by which SPEN assesses the operational adequacy of all 132 - 400kV switchgear, to allow the need for replacement to be evaluated. *
TRAN-02-002 Assessment of the Operational Adequacy of Transformers and Reactors 33kV and Above A confidential annex - The methodology by which SPEN assesses the operational adequacy of all power transformers at 33kV and above, to allow the need for replacement to be evaluated. *
h. Business Support Costs
Non-Operational IT and Telecoms Strategy Our strategy for Non Operational IT and Telecoms during ED1. This should be read in conjunction with Operational IT and Telecoms Strategy, Smart Metering Strategy and Smart Grid Strategy to obtain an overall picture of our comprehensive IT and Telecoms Strategy
l. Real Price Effects
Real Price Effects 2014/15 to 2022/23 Independent estimates of the real price effects (RPEs) that are likely to confront an efficient electricity DNO over the period 2014/15 to 2022/23.
m. Cost Efficiency and Benchmarking
Cost Assessment, Efficiency and Benchmarking A confidential annex - Cost Assessment, Efficiency and Benchmarking *
Cost Benefit Analysis A summary of the Cost Benefit Analyses (CBAs) carried out - along with a summary of each of the individual analyses setting out the approach and rationale for our chosen option.
Historical Data Comparable to RIIO-ED1 Ongoing Efficiency Gains An independent review of historical data on productivity that might be used as a comparator for the ongoing efficiency indices that Ofgem have asked SPEN to submit as part of rhe RIIO-ED1 Business Plan

Annex Volume C7
Section C. Our Plan – Chapter 7. Business Readiness

Innovation Strategy Our approach to using innovation to improve our services and provide long term value for money
RIIO-ED1 Review Project An independent assessment of SPEN investment proposals, documenting the alternatives to conventional reinforcement and providing an outline justification for the use of the new solutions.
Smart Grid Strategy Our strategy for developing our network for the future, in line with our wider Long Term Strategy. This document also links into our Innovation Strategy and Smart Metering Strategy, explains how we will develop new solutions for the future network and how these will form part of our expenditure in the future.
Smart Meter Strategy Our strategy for the use of smart meter information within network operations which will incur these costs and achieve the benefits. We explain our ambition to create a future proofed data infrastructure that will allow us to take full advantage of smart meter information in a range of different areas.

Annex Volume C8
Section C. Our Plan – Chapter 8. Risk and Uncertainty

Insurance Strategy Our strategy for mitigating an appropriate level of risk through transfer by insurance. A combination of the company’s risk appetite, cost of insurance and statutory obligation dictates the level of insurance cover purchased.
Risk and Uncertainty

Our strategy for identifying key risks and uncertainties affecting our business plan over 2015-23 and the scale of their impact and determining what controls are or can be put in place to manage these risks and uncertainties.

Risk Modelling for RIIO-ED1 Our financial risk modelling platform for use during the RIIO-ED1 period. The main aim of this model is to assess the finance ability of the regulated business over the period from 2015-2023, given the company’s business plan cost forecasts, and assumptions regarding key regulatory parameters.

Annex Volume C9
Section C. Our Plan – Chapter 9. Financing

Financing our Plans Our consideration of the overall finance ability proposal  within our business plan.
The Cost of Equity for Scottish Power’s Distribution Network Operators at RIIO-ED1 – NERA An independent estimate of the cost of equity for SP’s electricity distribution network operators (DNOs) for the RIIO-ED1 period from March 2015 to March 2023.
SPEN PCFM SP Distribution and SP Manweb Price Control Financial Model (PCFM)

* Confidential annexes - for access to confidential annexes please send your request to encommunications@spenergynetworks.com