We are excited about what it means for AMP7 and beyond and we are confident that this is a very high quality and ambitious plan, rich in content, with a compelling proposition of bill reductions and service improvements. All of this allowed us to canvass views on the initial priorities for the plan and the value placed on delivering the outcomes we proposed. Our plan proposes one significant resilience project that sits outside of the core total expenditure budget to ensure the resilience of potable water supplies to populations in Manchester and the Pennines. We support the wider application of financial incentives to performance commitments and have applied financial incentives to almost all our measures, with most subject to both outperformance payments for stretching performance and underperformance penalties. This target is stretching, but one that we think we have a good opportunity of achieving. This announcement and the associated presentation will be available at:
We have adopted the common performance commitments proposed by Ofwat and have developed a comprehensive set of bespoke commitments, reflecting the results of our customer research. United Utilities Water Limited has today submitted its business plan covering the period. We are cutting bills such that they will be lower in real terms in than they were 15 years ago, whilst also delivering higher standards of service, increasing resilience, delivering innovation and investing for the long-term. This mechanism provides scope for flexible acceleration in adopting new technology so it can improve service delivery to customers faster. It enabled us to work on where we could best identify efficiencies, and where our culture of constant innovation could help drive greater value. Becoming a new supplier.
Lower base costs to maintain services, including reduced recovery of pension deficit payments. A lot of long days and hard work. This includes a small adjustment to the PAYG ratios that we have used to mitigate financeability constraints by keeping FFO to debt ratios above the minimum threshold during AMP7 on a notional company basis. We have adopted the common performance commitments proposed by Ofwat and have developed a comprehensive set of bespoke commitments, reflecting the results of our customer research.
The presentation can also be accessed via a live audio-only call facility by dialling: This mechanism provides scope for flexible acceleration in adopting new technology so it can improve service delivery to customers faster. Customer and developer services experience. In AMP5 and AMP6 we have voluntarily reinvested over half a billion pounds of outperformance back into the business, sharing the benefit with customers.
This is consistent with the approach we adopted at PR14 although the adjustment required for AMP7 is significantly lower than the amount advanced in AMP6. We are already benefiting from historical investment in capability and infrastructure and, in AMP7, we propose incentives through a Systems Thinking ODI for additional innovation and adoption of technology to create a clearly charted step change in capability. This is a strong value for money proposition, which research shows over 80 per cent of our customers support, and which we are committed to deliver.
Gaynor Kenyon – Corporate Affairs Director.
United Utilities – Behind the scenes in developing a fast-track business plan
The webcast will be available on demand from Wednesday 5 September at the following link: The buslness can be accessed at the following link: In adopting Ofwat’s early view WACC guidance for the plan, we are committing to a plan that delivers the best affordability for customers on an efficiently financed basis.
Beyond ongoing research, our broader public engagement campaign reached over 1.
The economic regulator of the water sector in England and Wales. We support the wider application of financial incentives to performance commitments and have applied financial incentives to almost all our measures, with most subject to both outperformance payments for stretching performance and underperformance penalties.
We have built headroom through AMP6 to put ourselves in the best position going into AMP7, and are putting forward the best business plan that gives us a good opportunity to deliver for our shareholders as well as our customers through continued performance improvements.
We have designed a package of performance commitments, targets and incentives that covers all aspects of service and environmental performance that are important to customers and stakeholders and that incentivises innovation in our operations. Uttilities in customer numbers. Businsss a new appointment. It is one of the reasons I am proud to work for Pr144 Utilities and proud of the plan we have proposed. United Busines Water Limited has today submitted its business plan covering the period.
Throughout AMP6, United Utilities took the decision to build a much deeper understanding of the customer base we serve, and our level of customer participation increased five-fold compared to PR How we monitor the business retail market. Over the last five years, we have communicated and listened to customers in new ways and through new channels giving us unprecedented breadth and depth of insight.
Overall cost of debt RPI real. Our plan proposes one significant resilience project that sits outside of the core total expenditure budget to ensure the resilience of potable water bysiness to populations in Manchester and the Pennines. Who we work with. These significant savings are achieved through innovations applied in AMP6 and planned for AMP7, market testing our cost base and a better challenge of needs both internally and externally with our quality regulators.
United Utilities Group PLC – PR19 Business Plan – Proactiveinvestors (UK)
We were also very aware of our responsibility, in a region with some of the highest levels of deprivation in the country, to provide support for those struggling to make ends meet. We have applied PAYG rates broadly consistent with operating costs which includes infrastructure renewals expenditure as a proportion of totex for each price control. The table below shows the impact of these adjustments on average customer bills: Fundamental throughout our plan is a bold strategy of plaj, drawing on new initiatives, learning and inspiration from beyond the UK water sector.