EVALUATION

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AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF Figure 4 – Growth in future networks technical staff (all DNOs) 100 Number of full time equivalent staff 90 80 70 60 50 40 30 20 10 0 2010 2011 2012 2013 2014 2015 Figure 5 –Growth in future networks commercial staff (all DNOs) 16 Number of full time equivalent staff 14 12 10 8 6 4 2 0 2010 2011 2012 2013 2014 2015 PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 24
AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF Figure 6 – Change in future networks support staff (all DNOs) 35 Number of full time equivalent staff 30 25 20 15 10 5 0 2010 2011 2012 2013 2014 2015 3.2 Innovation throughout the DNOs From the information provided by the DNOs there are various approaches to staff movement in and out of the Future Network Groups and in the involvement of other parts of the business in the LCNF projects. Some DNOs have a policy of seconding staff from others parts of the business to the Future Networks group on a project-by-project basis, whereas others prefer not to actively rotate staff – although there is usually some natural staff migration. Business champions for each project may be appointed from within the main business areas to drive the change into the main business. In at least four DNOs staff have moved from the innovation team with their project into the main business to take up more senior management positions or to support delivery. Specific examples of a change to the business structure occurring as a result of LCNF projects are as follows: • WPD undertakes delivery of each project aspect at a task level using BAU line teams. Local teams do all construction work, telecoms team install new data links, control room despatch DSR, IT provide the computers, etc. By doing this WPD aims to ensure that all business areas are exposed to innovation and understand their role in adapting the business and network to cater for changing customer needs. • SSE has created an Active Solutions team which is designed to effectively transfer the skills, competencies and experience developed in delivering research and development projects into the business. The intention is that this provides a fast-track route for deploying innovations efficiently and supports their ongoing operation in order to secure maximum benefit. The Active Solutions team is responsible for the delivery of projects such as further Active Network Management (ANM) deployments or the Constraint Managed Zone project. • UKPN has established a SmartGrid Development function within the Asset Management directorate. This group oversees flexible DG approaches, the policy towards energy storage, transmission and distribution interface issues. PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 25
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EVALUATION

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