EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from Elexon, NESO and SEFE.

Stakeholders felt that the strategic themes generally made good sense. Overall it was the destination of ‘transition facilitator’ that most stakeholders believed to be both the most important and where the most work was needed. Most also felt that this would be key for an organisation that aspires to be a Code Manager.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:

a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 1 was assigned a) Approach (risk v investment appetite)

The general consensus from stakeholders was that Xoserve should deploy a significant part of the Trident investment early to accelerate progress (‘Go big and early’). They were keen to see a sandbox environment and for the focus to be on thorough testing.

The stakeholders at this table felt that Xoserve should seek to establish a minimum viable product and not deviate from it, and that Xoserve should manage code changes in a way that would minimise their impact on the project.

Stakeholders wanted to see Xoserve take a ‘left to right’ planning approach, placing the emphasis on ‘what’s next’ and building in agility. They felt that it would be important to make the most of the SAP expertise that exists across the industry. A further consideration was to always be mindful of the impact of UK Link upgrades on everyone’s systems and processes.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from Joint Office, Northern Gas, Cadent, EON and BU-UK.

The stakeholders at this table felt that the journey Xoserve has the furthest to travel on is from assurance to confidence.

They wanted Xoserve to be more proactive about code modifications, but also agreed that they had already seen some movement from custodian to transition facilitator. The table discussed the challenge of being a code manager and agreed that it shouldn’t be underestimated, as it can be difficult to balance the needs of all customers. They felt that it was the job of the CDSP to drive change requirements and to always consider what is best for the industry rather than itself, as a complicated central change may be more desirable to stakeholders than complicated changes out in the industry.
The actions they would like to see from Xoserve included a customer interface that enabled customers to interact directly with Xoserve. They wanted to see bugs in the current system fixed before new systems were built and they wanted Xoserve to demonstrate its agility.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:

a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 2 was assigned c) Challenges (policy, market conditions) and how they could be overcome

The table felt that a key challenge was ensuring that Trident is compatible with customer systems. They also felt that future-proofing would be critical, as it did not seem long since Project Nexus, and wondered how this could be achieved without excessive costs. They felt that agility would be the key and pointed out that value for money and predictability of costs were main considerations. They also wanted early sight of costs and for Xoserve to consider the customer cost-recovery mechanism. Other questions they asked were: could a cost per meter be maintained even as the market declines, and should there be a use-it or lose-it budget for code manager spend? They also wanted to know how any changes would affect DN passthrough.

A top discussion point for this table was how future-proofing could be achieved. Stakeholders believed that this would require agility, which could be achieved with systems that are easy and low cost to change, but that this needed to be balanced with manageable up-front costs.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from E.ON Next, National Gas and Joint Office.

The general consensus from stakeholders was that trust would be the most important thematic destination and the one it would be vital to reach. The journey from stakeholder servant to serving stakeholders was also identified as an area needing more focus, while one stakeholder identified code management as the destination Xoserve has the furthest to travel towards.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:

a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 3 was assigned a) Approach (risk v investment appetite)

This table was keen to know whether much attention had been given to alternative software options, and what the cost of a selection change could be taken into account. Stakeholders feel that more work in this area is needed now that difficulties with moving to S/4HANA (resource planning software) have been identified.

Stakeholders were also keen to understand more about how the project will be delivered and how this might vary depending on the outcomes of the first two delivery phases. They wanted more insight into the funding options considered, and wanted to be sure that the business case is robust.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from Centrica, Germserv and Northern Gas Networks

The table was pleased to see the strategic pillars laid out clearly but surprised to see code management in the pillars. They agreed that it was clear Xoserve was keen to change the industry perception of it but there was no general consensus on which thematic destination Xoserve has furthest to travel towards. The ‘From stakeholder servants to serving stakeholders’ was felt to need further explanation.

One stakeholder felt as though the ‘Assurance to Confidence’ destination needed to see the most progression and that transparency in general needed to be improved. They felt disappointed to be told that Xoserve would ‘be transparent where we can’ in relation to third party contracts.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:
a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 4 was assigned b) Benefits (customers, the wider industry, and the consumer)

The table felt that Project Trident was essential to the industry and believed it should have the potential to provide some cost benefit as the number of meter points decreases. The cost of the system should also decrease but may be variable as we move away from using large enterprise systems.

The perception of stakeholders was that Xoserve is starting early to prepare for future changes and that competitive procurement methods will allow value for money to be demonstrated. However, they questioned whether more of the unknowns could become known within shorter timescales.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from Correla, BU-UK and Manx Utilities.

Stakeholders felt that the five strategic themes were coherent, and made sense in the context of the current market and Xoserve’s evolution. There was consensus that Xoserve is closest to ‘trust’, with transparent engagement already feeling like it has become trustworthy and consistent. The group felt that the arrival of Steve Brittan as CEO and the approach to BP24 has been instrumental in improving the experience of engaging with Xoserve and that they trusted this to continue.

The destination stakeholders felt was potentially further away was transition facilitator.
This was based on the group waiting to hear the plan for Project Trident, and how the deployment of a new UK Link could be done in a way that mitigated against future political and marketplace challenges, but also made the most of potential opportunities to improve settlement and blending. They also felt that Xoserve should describe more clearly the role its service delivery partners will play in executing future strategy. More engagement with stakeholders was an action they felt would help to speed up Xoserve’s evolution.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:

a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 5 was assigned b) Benefits (customers, the wider industry, and the consumer) Stakeholders felt that Project Nexus should be used as a comparison point for Project Trident, and that lessons learned through the former should be applied to the latter.

They also expressed that UK Link is a critical platform that needs to be robust and any
upgrade needs to have consistency at its core, to enable the gas market to operate. Project Trident should therefore include an evaluation of potential platforms that is not limited to another version of SAP and that any new solution should be flexible enough to adopt new functionality as it becomes necessary, for example as blending is introduced or settlement rules change. Industry engagement was felt to be critical to Project Trident but stakeholders also felt that requirements for a new solution should not be driven by UN modification and that once scope is decided it should be fully delivered.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from Octopus Energy, Engie and MUA Gas.

Stakeholders felt that the journey from code delivery to code management was the thematic destination Xoserve has the furthest to travel towards. General consensus was that Xoserve is currently a ‘reactive change influencer’. The transition from transparency to trust also needed to be a core focus, with transparency a focus in all operations.

Stakeholders wanted Xoserve to take action on these points and also on accountability and culture, and on building a broader understanding of different constituencies so that it could choose the right path for the ‘greater good’. Responsiveness also needed to be improved.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:

a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 6 was assigned c) Challenges (policy, market conditions) and how they could be overcome

This table was keen to see how Project Trident would address and adapt to changing system needs, the introduction of hydrogen and the need for greater flexibility. Stakeholders wanted a good understanding of the ‘horizons’ of the business plan and of the cost benefits of the project. There were some concerns about the impacts of RIIO GD4, and about the appetite for investment in gas.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from Brook Green Supply, Rebel Energy and SSE Energy.

Stakeholders felt that the thematic destinations provided good coverage of key focus areas and nothing else needed to be added here. They felt that moving towards a more ‘value added’ position was very positive. The trust thematic destination was felt to be the priority, and stakeholders expressed that they believed progress was already being made in this area and that it was clear that Xoserve wants to evolve. There was some concern about how long things take in general.

Stakeholders felt that if the first two thematic destinations could be achieved, there would be trust in Xoserve doing the others.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:

a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 7 was assigned c) Challenges (policy, market conditions) and how they could be overcome.

Stakeholders felt that the core challenge was designing a system that was fit for the future, as there would be a lot of moving parts. They believed that starting now is a very good thing and that a modular approach to delivery would be required. They believed that the priority actions will be to consider the impact of RIIO and to lay out the investment required, as funding is not yet confirmed.

The overall consensus was that Xoserve’s job was not to drive industry certainty but to respond appropriately to government and policy decisions.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This table included representatives from Total Energy, Wales and West Utilities and Murphy Group.

There was a broad consensus around the table that Xoserve is not where it perceives itself to be on the journey to some of the thematic destinations. Stakeholders would like to see more proactivity from Xoserve generally. They also believe that Xoserve should be more robust in setting standards, and more consistent in sharing industry challenges and driving dialogue; to position itself appropriately at the centre of the marketplace.

Stakeholders would like to see less industry jargon, so that they have to spend less time deciphering information and translating into clear guidance for their business. The points discussed were agreed to most closely tie into the thematic destinations of trust and confidence. The destination which stakeholders felt Xoserve has the farthest to travel todards is ‘serving stakeholders’.

Priority actions were identified as: easily digestible information; communication that is tailored to different role types; leading the conversation and identifying key issues that stakeholders should be aware of.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential

Each group assigned one of the following:
a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 8 was assigned b) Benefits (customers, the wider industry, and the consumer)

The table felt that Project Trident had the potential to deliver the benefit of strong leadership. Project Nexus had seen several scope changes, with the solution adapting to changing industry mandates. This is a new opportunity to implement better controls and keep an agreed set of requirements in place.“ As one stakeholder said, ‘It’s a fine balance between maintaining flexibility for the industry and unmanageable scope creep”.

Other benefits which stakeholders felt that Project Trident could deliver were more consistent settlement across the utilities mix as it becomes increasingly complex, and the ability to settle against variable Calorific Values and Volumes of blends. Even if the functionality is kept separate, this would ensure the industry is ready for the changes brought about by hydrogen/mixed gas blends.

Priority actions were identified as: creating bespoke messaging for different stakeholder groups; avoiding a repeat of Nexus by fixing industry requirements and leading towards agreed delivery; avoiding optional ‘nice to have additions or contradictory proposals offsetting scope.

EXERCISE 1:

Which of the five thematic ‘destinations’ do you think we have the furthest to travel towards and why?

• From transparency to trust
• From assurance to confidence
• From system custodian to transition facilitator
• From stakeholder servants to serving stakeholders
• From code delivery to code management

What action would you like to see now that would speed up our evolution?

This group attended virtually and included representatives from Ofgem, Engie and Scottish Power

This table felt confident in the way Xoserve is currently working but pleased to see that we’re looking to improve the service that we provide.

EXERCISE 2:

In groups, discuss Project Trident in terms of potential 

Each group assigned one of the following:
a) Approach (risk v investment appetite)
b) Benefits (customers, the wider industry, and the consumer)
c) Challenges (policy, market conditions) and how they could be overcome

Table 9 was assigned a) Approach (risk v investment appetite)

The table felt that it was difficult to judge the potential approach at this stage but that it would be necessary to consider how long the product would last. Learnings should be taken from Nexus, which had a limited shelf life, and Xoserve should seek to future-proof Trident against whatever comes next for the industry in terms of systems changes.

Nexus had also become too long and too complex a project, pushing it over budget. A strong specification, plenty of time for consultation and a maintained focus was needed this time to avoid scope creep. It will be important to engage the right parties at the right time, with a balance of different stakeholders and considerations of different impacts on different parties.

Stakeholders felt that this was all achievable but that it would certainly be a challenge, They also stated a concern that costs are not passed through to consumers and that some cost certainty could be provided.