Water Industry Act cases. Depreciation determined by RCV run-off and post depreciation. The webcast will be available on demand from Wednesday 5 September at the following link: Reviewing the first year of the business retail water market. RCV run-off rate in line with ‘natural’ rate. We have applied PAYG rates broadly consistent with operating costs which includes infrastructure renewals expenditure as a proportion of totex for each price control. 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.
The webcast will be available on demand from Wednesday 5 September at the following link: We have reviewed our overall outcome delivery incentive ODI package to ensure that there is an appropriate balance of risk and return. The table below shows how this WACC is broken down: It enabled us to work on where we could best identify efficiencies, and where our culture of constant innovation could help drive greater value. 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.
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. The table below identifies the costs included within the building blocks of the allowed revenue: We have applied PAYG rates broadly consistent with operating costs which includes infrastructure renewals expenditure as a proportion of totex for each price control.
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. Because one thing PR19 has reinforced with me is that creating a successful business plan is a continuous process, one built on ongoing engagement with customers and a continual stream of insights to consider. Increases in customer numbers.
United Utilities Group PLC – PR19 Business Plan – Proactiveinvestors (UK)
The table below shows a reconciliation between the wholesale total expenditure totex programme in AMP5 and that in our AMP7 business plan submission: 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. A lot of long days and hard work. Retail margin – residential. These populations are served by the Haweswater Aqueduct for which we are proposing a major scheme, with strong customer support, to deliver replacement tunnels across AMP7 and AMP8 using a direct procurement approach, as this is most likely to be the best value solution.
In AMP7, we are going further by pre-committing to a guaranteed rate of benefit sharing with customers through our CommUnity Share initiative, linked to responsible approaches to gearing and dividend distributions. However, in order to support the financeability of our plan on a notional company basis, it has also been necessary to advance revenues by increasing PAYG above the “natural” rate by 1. Lower base costs to maintain services, including reduced recovery of pension deficit payments.
Delivering this for our customers will also mean that average bills will be around 14 per cent lower in real terms in than they were 15 years ago inwhilst service standards and environmental quality continue a path of significant improvement.
United Utilities Water Limited has today submitted its business plan covering the period. Average household bill pre PAYG advancement and revenue re-profiling. Customer and developer services experience. Water Industry Act cases. 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.
Overall cost of debt RPI real. We now routinely investigate ideas with customers — this sometimes leads to co-created solutions and occasionally means we have had to return to the drawing board and start again. Data tables and models.
United Utilities Group PLC (LON:UU.)
We recognise the importance of dividends to our shareholders, however our United Utilities Group PLC dividend policy will not be decided by the Board and announced until we have received our final determination. 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.
This mechanism provides scope for flexible acceleration in adopting new technology so it can improve service delivery to customers faster. Search the Ofwat site. Gaynor Kenyon – Corporate Affairs Director. Although we have assessed that certain sub-elements of the appointee cost of capital are, on an individual basis, set at the very low end of or even below an acceptable range, we have been able to adopt the Ofwat early view WACC on an overall basis, as part of the risk and return balance and price control package set out in our full business plan document.
The economic regulator of the water sector in England and Wales. We are proposing a We have significantly reduced leakage over the last 25 years and have met our leakage target for over a decade. Reviewing the first year of the business retail water market. Beyond ongoing research, our broader public engagement campaign reached over 1.
This resulted in a plan that offered a Cost of equity RPI real. Fundamental throughout our plan is a bold strategy of innovation, drawing on new initiatives, learning and inspiration from beyond the UK water sector.