UK Market Outlook and RWE npower Strategy

Transcription

1 UK Market Outlook and RWE npower Strategy UBS Reverse Roadshow 25 September 2014 Paul Massara, CEO RWE npower

2 All suppliers face a challenging environment due to changing socioeconomic and regulatory pressures Market Challenges Socio-economic Regulatory Intervention Media pressure Political Football Rising prices Slower economy Aging population Focus on Fuel Poor Geopolitical impacts on wholesale prices Retail Market Review Tariff Simplification Bill simplification SMART roll-out Green Deal & ECO Warm Home Discount Electricity Market Reform CMA referral RWE npower Operational Challenges SAP implementation Late Invoicing Bad debt Cost to serve Customer complaints levels 2

3 The impact of these challenges are also felt by our customers As prices rise, customers will increasingly seek energy solutions to reduce their bills we need to ensure it is RWE npower they trust to deliver these 3

4 RWE npower had strong earnings growth in the period , driven by improvements in both Domestic and B2B segments Operating result, Total npower Retail, in m* *Source: based on RWE AG annual report, converted to GBP. For on a memorandum only basis. 4

5 Domestic market returns are narrowing and broker reports expect 3-5% market average EBITDA, RWE npower Domestic only, in m* UK Domestic market returns, EBITDA margin, in %* EBITDA margin, in % RWEn EDF E.ON Market average 3-5% latest view of range of market returns** Centrica SPW SSE Market pressures are decreasing margins: lower consumption, high discounted small suppliers, increasing use of internet switching sites and political pressures Whilst the reduction in returns are being driven by external factors, we are committed to building customer and shareholder value * Source: CSS market reports 5 ** Estimated EBITDA margin based on capital markets forecast for UK market returns Source: RBC capital markets reports, 11 th September 2014

6 RWE npower has been tackling its key challenges by increasing operational efficiency and through differentiation Organisational Efficiency Re-organisation Reduce Costs Outsourcing After the split with Generation in 2013, npower retail has been fully aligned to our core customer segments An aggressive strategy to tackle operating cost has helped drive npower towards the market average by 2015 A recent outsourcing exercise has helped npower become more flexible, improve service and bring down costs Differentiation and Diversification NWOW (CTP) Digital Energy Solutions Our Customer Transformation Programme (CTP) has further reduced OPEX spend, whilst driving the business towards greater customer centricity. RWE npower has a guiding ambition to be the most digitised energy company across customer segments Energy Solutions is a large, profitable, high growth opportunity for npower 6

7 Reorganisation of the retail business in January 2013 aligned to our core customer segments Executive Committee Domestic Markets SME Markets I&C Markets Energy Services Business Units Sales Portfolio Management External Affairs Strategy Finance Support Functions HR Risk Control allowing us to better focus on our customer needs and build trust 7

8 Our Customer Transformation Programme has further reduced our OPEX spend, whilst driving the business towards customer centricity 8

9 Transforming the customer service area has allowed us to beat the Ofgem targets on late invoicing and complaints Headlines: -Backlog volume: The Late Invoice backlog as of Friday 29 th August shows the backlog at 96,792 -Transition Partner performance: Partner performance continues to be very strong Focus areas going forwards: -Continue to push all of the day-to-day Billing Taskforce activities to ensure the LI backlog remains at 100k or less -Complete the processing of a number of one-off treatment buckets e.g. aged finals (complete billing and processing credits / write-offs) 9

10 RWE npower has a guiding ambition to be the Most Digitised Energy Company Consumer Customer engagement supporting NBA Consumer Support of SMART trials Energy Services and core energy integration B2B Fully integrated service The Most Digitised Energy Company Consumer Consumer Integrated Self-Service Enhanced sales engine B2B Self-service capability > >40% customers with online account > 42% Self-service B2B Enhanced sales capability Consumer > 2.6m online accounts > 8.8m self-service transactions > >50% visits through mobile and tablets B2B Aggressive online signup Consumer > 12m self-service transactions > >70% customers with online account > Mobile the primary Digital Channel > Significant SMART integration and capability > Digital becomes primary channel more online interactions than offline > Far greater data enablement and enhancement > Greater utilisation of npower.com internally, e.g. Agents > An Organisation led by Digital thinking, capability and engagement B2B Move to greater Digital engagement from standard Self Service Target benefit areas 1. CTP enablement: delivery of CTP initiatives (excluding pipeline) that are dependent on digital. 2. Self-service: Development of further self-service capability and a drive to migrate customers to digital channels 3. Fulfilment: digital fulfilment of comms to all online customers 4. Avoidance of losses: avoidance of losses through increased online sales conversation.. 5. Customer number growth in SME: improved sales capability will increase online generated sales and go live conversion Specific Strategic Objectives 1. Adopt a Digital First model and culture across npower 2. Deliver step change cost improvement through digital enablement 3. Revolutionise customer experience through relevant and personalised digital solutions 4. Unlock value through data driven customer engagement and enhanced digital services 10

11 Energy Solutions is a large, profitable, high growth opportunity markets all grow but at different rates and profitabilities B2C is in a test and learn phase with products like Nest B2B Solutions markets worth a total of 10bn in

12 Outlook beyond 2014: under all scenarios, getting costs down and rapidly improving customer service are no regrets moves Political uncertainty will remain until after the May 2015 election and the CMA investigation conclusion September 2015 Total commitment to improve customer experience Potential to move into Energy Solutions 12