SCOTTISH POWER ED1 BUSINESS PLAN

Our Plan — Chapter 7. Our strategy for the replacement and refurbishment of kV substation plant assets through the ED1 period. Our strategy for the management of rising and lateral mains assets through the ED1 period. Social Obligation Strategy Our comprehensive strategy and roadmap for delivering our social obligations through the current price control period DPCR5 , through ED1 and beyond. Protective Equipment and Supporting Systems Strategy.

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. Our comprehensive strategy and roadmap for delivering outstanding customer satisfaction through the current price control period DPCR5 , through ED1 and beyond. Load Related Investment Strategy. Annex Volume C6 Section C. Our strategy for managing the main causes of energy losses from our distribution systems. LV Substation Plant Strategy. 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.

Context — Chapter 3.

Distribution Business Plan – SP Energy Networks

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

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 plsn will form part of our expenditure in the future.

Our comprehensive strategy and roadmap for ;ower outstanding customer satisfaction through the current price control period DPCR5through ED1 and beyond.

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

  DAV DWARKA HOLIDAY HOMEWORK 2017

Distribution Business Plan Supporting Annexes – SP Energy Networks

Written Evidence to Scottish Affairs Committee. 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.

Our strategy for identifying key risks and uncertainties affecting our business plan over and the scale of their impact and determining what controls are or can be put in place to manage these risks and uncertainties. Our approach to using innovation to improve our services and provide long term value for money.

RIIO-ED1 Business plan assessment and fast-tracked consultation

Our strategy for the replacement and refurbishment of 11kV plant assets through the ED1 period. Annex Volume C5 Section C.

Our strategy for managing our existing kV overhead line distribution network on the SPM network. Smart Meter Strategy Our strategy for the use of smart meter information within network operations which will incur these costs and achieve the benefits. Our strategy for managing the ecottish causes of energy losses from our distribution systems. Our methodology for evaluating asset health and criticality including a detailed description of csottish IT solutions used to derive Health Index and Criticality Index scores.

Protective Equipment and Supporting Systems Strategy. Risk and Uncertainty Insurance Strategy Our strategy for mitigating an bsuiness level of risk through transfer by insurance.

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.

  ESSAY AKU DAN MIMPIKU

Our strategy for mitigating an appropriate busines of risk through transfer by insurance. Asset Health and Criticality.

Our powe for the use of smart meter information within network operations which will incur these costs and achieve the benefits. We describe how we have developed the plans and how we have worked to ensure that they svottish as cost efficient as possible. Our strategy for managing the main causes of energy losses from our distribution systems.

We describe how we have developed the plans and how we have worked to ensure that they are as cost efficient as possible. Annex Volume C7 Section C. Context — Chapter 3.

scottish power ed1 business plan

A discussion of the wooden poles RRP submissions for SP Manweb and SP Distribution buziness possible options for improving the outputs position associated with wooden poles. Our strategy for managing the main causes of energy losses from our distribution systems. Network Size Amendments Assurance. Annex Volume C5 Section C. Civil Strategy and Plans.

scottish power ed1 business plan

Stakeholder Engagement — Further Detail. LV Substation Plant Strategy. Stakeholder Engagement — Further Detail. A description of our overarching Scohtish Engagement approach and the engagement process we have undertaken in developing this Business Plan.

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.