Promoting the support of vulnerable customers isn’t just about doing what’s right; it’s at the heart of who we are. By actively addressing the needs of those facing challenges, we’re not just meeting regulations. We’re also embracing our duty to make a positive impact on the communities we serve.

By focusing on supporting vulnerable customers, we are building a stronger bond with you. Your trust is our priority. Our commitment works alongside our dedication to providing quality services. We’re not just meeting our obligations. We’re setting a new standard for customer care. This reflects our shared values and shows we truly care about every customer.

We supply low-carbon heating and hot-water services to customers throughout the UK. Our customers include homeowners, tenants, small business owners, commercial units, and residents of assisted-living apartments.

We can help customers registered for our priority services:

• in emergencies;
• by finding alternative ways to send documents and communications;
• by allowing a person they trust to help them manage their account;
• by recommending services that can help them manage their account;
• with doorstep password schemes; and
• with financial assistance

Key principles

Here’s how we find and assist customers who need extra support.

1. Identify and understand vulnerable customers:

We’ll identify the different types of vulnerable customers. This can include:

• people with disabilities
• older adults
• low income households
• individuals who have been subjected to abuse
• those with language barriers
• any other group needing specific support

2. Carry out a needs assessment:

We’ll carry out a detailed needs assessment. This will help us understand the challenges, needs and priorities of vulnerable customers. This may involve surveys, focus groups, interviews or working with advocacy (support) and charity groups. This will help us understand people’s experiences with their utility companies. We’ll explore the barriers they face and what they expect from us.

3. Develop inclusive policies and practices:

We’ll review and adapt our existing policies, procedures and practices. This way, we can ensure they are inclusive and meet the needs of vulnerable customers. This might mean making it easy to contact us. It might also involve flexible payment options, useful technologies and clear ways to manage sensitive personal information.

4. Train staff:

We’ll train staff to serve and support vulnerable customers in a way that meets their needs. This will cover topics like empathy, understanding different needs, communication skills, spotting signs of vulnerability and handling sensitive situations. Our aim is to empower our staff. We want them to act when they see signs of vulnerability. They should offer extra help that can benefit customers. It’s also important to be patient and kind when talking with vulnerable customers.

5. Increase accessibility:

We’ll make sure that our residents’ events (such as face-to-face meetings and community events), digital communications, products and services are accessible to everyone, including those with disabilities.

6. Establish partnerships:

We’ll work with other organisations, advocacy and charity groups or community service providers that specialise in supporting vulnerable people. We’ll partner with these sectors to gain more resources, expertise and guidance. Their insights will help us to improve our support for vulnerable customers.

7. Provide tailored support and resources:

We’ll create support programmes, resources and services aimed at helping vulnerable customers. This could include:

• Financial assistance programmes
• Specialised customer support from our trained advisors
• Educational materials
• Dedicated helplines.

We’ll regularly assess and adjust these services, based on customer feedback and needs.

8. Empower and involve customers:

We’ll get input and feedback from vulnerable customers to involve them in our decisions. We’ll set up advisory boards or forums. Here, customers can share how we can improve to meet their needs. We’ll also involve them in shaping our policies, practices and services.

9. Monitor and measure effect:

We’ll have measures and indicators in place to monitor the effect of initiatives for vulnerable customers. We’ll regularly check how well our programmes and practices work. We’ll gather feedback through surveys and other methods. Then we will use this information to improve and show progress over time.

10. Continuously improve:

We’ll keep improving by regularly reviewing and updating our long-term plan for vulnerable customers. We’ll keep up with new challenges, regulation changes, and best practice for supporting vulnerable customers. We’ll adjust our strategies to ensure they remain relevant and effective.

We have identified four key areas where we can help make significant improvements for customers in vulnerable situations.

1. Improve how we identify vulnerable customers, and gather, analyse and present data effectively.

2. Provide more support to customers who are struggling with their bills.

3. Improve customer service for vulnerable groups.

4. Work with partners from other sectors on issues that affect us all.

Each key area we identified has specific outcomes we want to achieve while this strategy is in place. For example, to help customers with financial challenges, we want to offer better support to those at risk of debt. We also plan to enhance our customer services for vulnerable groups to address their unique needs. We must approach strategies for vulnerable customers with empathy and respect. We also need to commit to upholding their rights and dignity.

We show our commitment to helping those in need by implementing strategies for vulnerable customers.

We must ensure we have systems and processes for timely, accessible communications. Also, we should create a customer-focussed culture that encourages continuous learning across the business.  This also applies to third parties working for us and internal teams managing the network. We need to work together openly and honestly. This will help us reach our shared goals and stay true to our company vision, mission and values.

We are aware there is some sensitivity around labelling customers as ‘vulnerable’. We take account of this by considering each person’s individual circumstances.

Our definition of vulnerability:

Vulnerability can come in a range of guises, and can be temporary, sporadic or permanent in nature. It is a fluid state that needs a flexible, tailored response from us as a company. Many people in Priority Service situations would not diagnose themselves as ‘Priority Service’, it is our responsibility to pick up on the signs and act accordingly.

A priority service customer may be someone who:

• Uses medical equipment and is reliant upon electricity or water.
• Undertakes dialysis treatment at their property.
• Is blind or partially sighted.
• Is deaf or hard of hearing.
• Has a loss or impairment of smell.
• Has a disability (including mental health), or who are chronically ill.
• Needs documents translated into another format or language.
• Lives with children under five.
• Has restricted movement
• Is of pensionable age.
• Has dementia.
• Has mental health concerns.
• Experiences financial hardship.
• Is isolated geographically.
• Temporarily needs extra support

We know that vulnerable situations can change a lot and grow over time. Social and economic issues and influence these changes. We want to ensure customers in these situations get the protection and support they need. To understand how our policy decisions affect different customer groups, we will continue to improve how we involve our customers.

This will mean we can make decisions based on best evidence, even in challenging circumstances.

Customers in vulnerable situations often face many barriers compared with other customers. They might face competing priorities, have little free time, or find it hard to make tough decisions. They need extra support to get through these challenges.

Research from Scope, the Money and Mental Health Policy Institute and Christians Against Poverty highlights these challenges. We aim to keep barriers low for vulnerable customers. This lets them t engage with us confidently, so we can support them when they need it.

Where we are now

To look at our strategy from June 2023 to January 2025, please click here. We have already pledged to improve our awareness, support and services and how we identify customers who need extra support from us. The list below outlines what we are currently doing to support vulnerable customers.

Other ways we are supporting our customers

• We offer a ‘doorstep password’ scheme to deter bogus callers.
• We will adjust your Direct Debit payment amount based on how much heating and hot water you use.
• We train all staff. Some teams, like advisors and customer liaison officers, receive extra training.
• Customers nominate someone to manage their account for them using a power of attorney.
• We use financial vulnerability and debt schemes.
• We offer Braille, large print and translated documents.
• We offer audio bills
• We give advanced warning of planned work that might affect services.
• We provide alternative heating supplies during incidents. This includes temporary mobile heaters.
• We offer extra support during a loss of supply. Our customer service team will contact people, usually by phone, at the start of an incident and then keep them updated.
• We monitor quality of service through quality assurance schemes.
• We have a dedicated financial support team via live chat.
• We provide financial help with options like Payment Plans and Breathing Space.

Our aims and objectives

The following section sets out a series of commitments that we will make to our customers as part of this strategy, with the time we estimate to deliver them.

Activity	Duration
Credit-reference companies Use data from credit-reference companies to help prevent financial trouble. Also offer tailored communications and support based on individual’s circumstances.	We’re currently working on this project, We’re hopeful this will be in place within the next 24 months
Data-sharing agreements Take part in the Priority Services Register data-sharing project across distribution network operators (along with their trade bodies the Energy Networks Association and Water UK). The project shares information on customers who need priority services across different utilities.	We are monitoring the various projects taking place in the industry and aiming to participate in them within the next 2 years
Engaging stakeholders Identify stakeholders like charitable organisations, customer service champions and welfare officers. Choose the best way to communicate with them, such as email or video-call. Keep in regular contact by updating them and asking for advice, support and feedback.	We have started working with organisations to gain resources, best practice and improve from their advice. We work with Scope, Money Advice Trust, CCWater and Ofwat.
Innovation and technology Use industry best practice, through associations such as Contact Centre Management Association and the Welsh Contact Centre Forum, to stay up to date with current trends in technology and within the industry. Collaborate with our partner, Content Guru, to develop technology used in our Contact Centre to meet our customers’ needs.	We have rated this objective amber because we are always look for the best way to work including the technology we use. We have upgraded the noise cancelling headsets our Advisors use within our Contact Centre to allow us to better hear our customers. We are investigating options to improve the overall soundproofing in our Contact Centre. We have introduced an outbound SMS service through our telephony platform. This sends SMS to customers during an incident. We’re working on other initiatives which will further help with accessibility. We’ll be able to release these soon.
Financial education and counselling Set up partnerships with charities like StepChange Debt Charity so we can offer trouble-free referrals for financial education and counselling.	Ongoing We have started working with the Money Advice Trust and undertake training with them to further our education in financial vulnerability. We plan to undertake further work with other consumer debt charities over time.
Flexible repayment options Introduce flexible repayment terms which work for our customers, matching when, and how much, they can afford to pay.	Within 12 months We have introduced flexible repayment terms that work for our customers.
Tailored help Collections advisors send emails and texts to customers which are tailored to the customer’s situation.	Ongoing This is an ongoing task and we ensure we tailor our communications to customer’s situations.
Empathy and support Regularly update training for collections advisors and customer service advisors to: – Help them better identify vulnerable customers. – Provide high levels of compassionate support and guidance. – Tailor services and communications to meet the specific needs of their customers.	Ongoing This is an ongoing task. All our advisors go on regular Vulnerable Customer training. We’re aware that vulnerabilities are fluid and change over time, and we’re committed to staying on top of emerging trends. Our training therefore reflects these changes.
Regular reviews and assessments Continuous review through quality assurance and monitoring performance indicators.	Yearly review This is a continuous review.
Training and awareness Regularly update training for collections advisors and Customer service advisors to help them better identify vulnerable customers.	Ongoing We have recently undertaken a new training course for our Collections Team
Handling complaints and resolving disputes Review our complaint-handling and dispute-resolution process to make sure we are meeting the needs of our vulnerable customers.	2 to 3 years We have now reduced this timeframe to 18 months. We know how we are going to achieve this and will be rolling this out within 18 months.
Accessibility measures Add other ways of communicating with customers, for example, WhatsApp or another social media channel. Review existing support for computer and technology skills. Where we can, try to time any planned interruptions to the supply so they don’t impact customers for a long period.	Medium term We are happy to report we have added WhatsApp to our communications methods to make it easier for customers to contact us. Our website is now partially conformant with WCAG.21 level AA standards. To see our accessibility statement, click here.
Customer feedback Use feedback from vulnerable customer surveys to improve our process, policies and services.	12 months This is a continuous activity. We regularly undertake feedback surveys with our vulnerable customers and use their feedback to improve the way we work.
Define a shared goal Use feedback from our vulnerable customers and capture their desired outcomes when registering onto our Priority Services Register.	2 to 3 years