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Energy debt hits record £3.8bn, as Ofgem propose initiatives to raise standards
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Assessing leadership capability to drive excellence in customer operations
Energy and Utilities is undergoing significant change. With system migrations, large-scale restructures, and rapid growth, suppliers face a complex landscape that requires strong leadership to navigate – but how do you measure this strength?
Suppliers can still hit smart targets, but installation is only half the battle
Q3-24 saw 700k smart meter installs, a ~3% rise, but this pace won’t meet the 74.5% target by Dec-25. Another 5m installs are needed, alongside addressing the 3.7m meters still operating in traditional mode. These persistent issues risk higher service costs and frustrated customers, while competitors are already capitalising on real-time data for personalised tariffs and stronger engagement. Here, we share practical steps to help address this dual challenge.
Keeping revenue leakage below 1% to stay competitive, and save ~£100m
Keeping revenue leakage below 1% is no longer just a benchmark for top performers, it’s essential for staying competitive. In this article, we explore what sets high performers apart, showing how the right mix of insight, controls and operational execution can mitigate high-value losses, and deliver significant performance gains. At BFY, we’ve worked with leading suppliers on solving their revenue leakage problems, leading to savings of over £100m per year in some cases.
Price Cap at £1,738 – stable bills, but customer support remains critical
Ofgem have today (22 Nov) announced a £21 (1%) increase in the energy Price Cap, rising to £1,738 from January 2025. This increase won’t significantly impact bills, but affordability challenges continue, as Ofgem and the government consider options to address the underlying issues.
Tailoring service for prepay is more critical than ever this winter
Demand from prepayment customers is expected to rise by 50% in winter, and with affordability challenges at unprecedented levels, bespoke service is needed more than ever. We look at what's needed to address the immediate impact here, laying the foundations for a sustainable, long-term approach.
Energy bills to rise ~£800m after Winter Fuel Payment cut
Analysis from BFY Group shows the ~10m customers losing their Winter Fuel Payment will pay an additional ~£800m in energy bills this winter vs last.
Creating a winning business readiness plan for MHHS
Ofgem’s deadline for Market-wide Half Hourly Settlement (MHHS) implementation is expected to be pushed back again, from December 2026 to May 2027. Given this is the most fundamental change to the electricity market since privatisation, the revised implementation timeline provides suppliers with a new opportunity to nail their readiness plan.
Building a customer-centric leadership culture to transform service
The Energy and Utilities sector is evolving significantly - many are delivering system migrations, large scale restructures, and experiencing rapid growth. Universal in the success of navigating this, is the ability for operational leaders to translate these strategic changes, and land them successfully with those people closest to the customer.
E.ON Next wins award for leadership development programme with BFY
We're proud to share that E.ON Next were winners at the Northern Contact Centre Forum Awards, receiving recognition for their leadership development programme, in partnership with BFY Group.
Domestic customer switching jumps to highest level since energy crisis
290k domestic customers switched energy supplier in September - the most since before the energy crisis.
Dynamic tariffs saved £150 on electricity for typical customers in last 12 months
‘Typical’ customers would have saved £150 in the last 12 months on a dynamic time-of-use electricity tariff – but will need to be able to shift their consumption to achieve the same in 2025.
Realising Ofgem's vision for a leading customer-centric Energy sector
Ofgem's customer service ambition makes it clear that today's service standards aren't deemed acceptable, with rising bills and record debt levels only amplifying these calls for change. It represents a new opportunity for suppliers to build a leading culture for customer-centricity, as we show here.
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