2019 Consolidated Report and Accounts of Scottish Power UK

Total Page:16

File Type:pdf, Size:1020Kb

2019 Consolidated Report and Accounts of Scottish Power UK SCOTTISH POWER UK PLC ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31DECEMBER 2019 Registered No. SC117120 CONTENTS 1 STRATEGIC REPORT 28 DIRECTORS’ REPORT 34 INDEPENDENT AUDITOR’S REPORT 41 CONSOLIDATED BALANCE SHEET 43 CONSOLIDATED INCOME STATEMENT 44 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME 44 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 45 CONSOLIDATED CASH FLOW STATEMENT 46 NOTES TO THE CONSOLIDATED ACCOUNTS 98 COMPANY BALANCE SHEET 99 COMPANY STATEMENT OF CHANGES IN EQUITY 100 COMPANY CASH FLOW STATEMENT 101 NOTES TO THE COMPANY ACCOUNTS Some of the statements contained herein are forward looking statements about Scottish Power UK plc and its subsidiaries, and Iberdrola, S.A.’s strategic plans. Although Scottish Power UK plc and Iberdrola, S.A. believe that the expectations reflected in such statements are reasonable, the statements are not guarantees as to future performance and undue reliance should not be placed on them. Scottish Power UK plc Annual Report and Accounts 2019 Group Strategic Report for the year ended 31December 2019 The directors present their Strategic Report on the group for the year ended 31 December 2019. This includes an overview of Scottish Power UK plc’s structure, 2019 performance and strategic outlook including principal risks and uncertainties. References to “ScottishPower” below apply fully to the Scottish Power UK plc group (“the group”). SCOTTISHPOWER TODAY “ScottishPower: creating a better future, quicker, by delivering a low carbon future for the UK” WHO WE ARE Scottish Power UK plc (“the company”), registered company number SC117120, principally acts as 2019 financial the holding company of the group, whose activities comprise the generation, transmission and distribution of electricity, energy management and the supply of electricity and gas principally in highlights the United Kingdom (“UK”). The company is a wholly owned subsidiary of lberdrola, S.A. (“Iberdrola”), one of the largest utility companies in the world and a leader in renewable energy. ScottishPower Limited is the UK holding company of the Scottish Power Limited group (“ScottishPower”) of which the company is a member. REVENUE The three divisions operated by the group during the year were Energy Networks, Renewables and £5,124.5m Energy Retail and Wholesale, which are owned by their respective Head of Business Sub-holding (2018 £4,993.7m) Companies: Scottish Power Energy Networks Holdings Limited (“SPENHL”), ScottishPower Renewable Energy Limited (“SPREL”), and Scottish Power Retail Holdings Limited (“SPRHL”). The Head of Business Sub-holding Companies have their own boards of directors and have the OPERATING necessary autonomy to carry out the day-to-day management and effective administration of their division. PROFIT Further information regarding the corporate governance and board structure of the group is set out £828.7m in the Directors’ Report within the Corporate Governance section on page 28. (2018 £941.8m) OUR ACTIVITIES The group has three operating divisions: Energy Networks CAPITAL Energy Networks is responsible for three regulated electricity network businesses in the UK. These businesses are ‘asset-owner companies’, holding the regulated assets and electricity distribution INVESTMENT and transmission licences of the group, and are regulated monopolies. They own and operate the £1,660.9m network of cables and power lines transporting electricity to around 3.5 million connected customers in the Central Belt and South of Scotland, Cheshire, Merseyside, North Shropshire and (2018 £1,132.8m) North Wales. Renewables Renewables is responsible for the origination, development, construction and operation of renewable ADJUSTED energy generation plants, principally onshore and offshore wind, with a growing presence in emerging NET DEBT renewable technologies and innovations such as battery storage and solar. Energy Retail and Wholesale £3,888.1m Energy Retail is responsible for the supply of electricity and gas to almost five million domestic and (2018 £4,956.0m) business customers throughout the UK, including customer registration, billing and handling enquiries in respect of these services. Energy Retail is also responsible for the associated metering activity including the smart meter installation programme, and managing the group’s Energy Services activities. Energy Wholesale is responsible for managing the group’s exposure to the UK wholesale electricity and gas markets for Energy Retail and Renewables and the optimisation of gas storage. Scottish Power UK plc Annual Report and Accounts 2019 1 Group Strategic Report for the year ended 31December 2019 OUR PURPOSE, VALUES, STRATEGY AND ROLE Iberdrola and ScottishPower are “committed to an energy model that prioritises the well-being of people and the preservation of the planet.” OUR PURPOSE Shaping the future of energy in the UK Following our exit from thermal generation at the end of 2018, all of the group’s generation capacity is now from renewable energy sources. We started 2019 in the unique position of being the first integrated energy utility in the UK to generate 100% green electricity. Our focus is on wind energy, smart grids and driving the change to a cleaner, electric future. We are playing a leading role in the delivery of a clean, low-carbon system for the UK, currently investing £5 million every working day to create a better future, quicker. With our future plans to invest significantly in renewables generation and the electricity network infrastructure that will support the green transition, we are well placed to contribute to helping the UK meet its ‘net zero’ ambitions. The UK will host the next United Nations (“UN”) Climate Change Conference, the Conference of the Parties (“COP 26”), in our home city of Glasgow, and whilst it was announced on 1April 2020 that COP 26 has been postponed until 2021 due to COVID-19, this continues to present an important opportunity to raise public awareness of the importance and urgency of the climate change challenge, and to galvanise the action necessary to meet the UK’s decarbonisation goals. Delivering a better future, quicker for everyone We are committed to speeding up the transition to cleaner electric transport, improving air quality and, over time, helping to reduce energy bills. As part of Iberdrola, one of the world’s largest integrated utility companies and a global leader in wind energy, we believe in developing an energy model that prioritises the well-being of people and the preservation of the planet. Recognising the importance of taking care of the environment and people’s health, we want to offer society our experience in addressing these urgent social needs through our work on the decarbonisation and electrification of the economy as a whole, using renewable energy sources, efficient energy storage, smart grids and digitisation. We share Iberdrola’s purpose and values, and these are the bridge that connects the communities we serve with our growing group. We are dedicated to the purpose of building together, each day, a healthier, more accessible energy model, based on electricity. OUR VALUES Our values rest on continuing to develop as a leading, global and sustainable group in the 21st century. To meet our purpose, we are founded on three corporate values that define the group's identity and form the foundation of our strategy: being sustainable, dynamic and collaborative. Sustainable We are pioneers of renewable energy. We seek to inspire others by creating economic, social and environmental value wherever we are now and looking to the future. We put this value into action by continually putting safety first, respecting the environment, and acting ethically, rationally and responsibly to meet our commitments. Dynamic We bring about efficient change, big and small, through constantly challenging ourselves and our processes. We innovate to deliver continuous improvement. We put this value into action by challenging ourselves to do things more simply or efficiently, coming up with ideas and leading innovation, and anticipating our customers’ needs. Collaborative We are an energetic and responsible force for change. Through working together, we build and grow talent to achieve our common goals and purpose. We put this value into action by sharing knowledge and information; working together with our employees, suppliers and customers; and by breaking the mould, and encouraging diversity. OUR STRATEGY Our strategy is to create value from investment in networks, renewable energy generation and retail to help our customers realise a better future, quicker, under the pillars of our strategic values. Our key strategic goals include: • investing in networks to make them smarter, more resilient and creating a platform for the UK’s sustainable electric future; • investing in renewable energy generation, principally onshore and offshore wind, to tackle climate change and reduce the cost of electricity generation; • creating a fairer and more transparent market where customers are in control of their energy usage through digitisation and smart metering; and • designing and delivering an energy system to facilitate and encourage the growth of electric vehicles (“EVs”) and clean heating solutions to improve air quality and tackle climate change. To achieve these goals: • We will continue to invest in transmission and distribution networks, to ensure all customers have the power they need as set out in the RIIO-1 (Revenue = Incentives + Innovation + Outputs) business plan. RIIO refers to the price control
Recommended publications
  • Scotland, Nuclear Energy Policy and Independence Raphael J. Heffron
    Scotland, Nuclear Energy Policy and Independence EPRG Working Paper 1407 Cambridge Working Paper in Economics 1457 Raphael J. Heffron and William J. Nuttall Abstract This paper examines the role of nuclear energy in Scotland, and the concerns for Scotland as it votes for independence. The aim is to focus directly on current Scottish energy policy and its relationship to nuclear energy. The paper does not purport to advise on a vote for or against Scottish independence but aims to further the debate in an underexplored area of energy policy that will be of value whether Scotland secures independence or further devolution. There are four central parts to this paper: (1) consideration of the Scottish electricity mix; (2) an analysis of a statement about nuclear energy made by the Scottish energy minister; (3) examination of nuclear energy issues as presented in the Scottish Independence White Paper; and (4) the issue of nuclear waste is assessed. A recurrent theme in the analysis is that whether one is for, against, or indifferent to new nuclear energy development, it highlights a major gap in Scotland’s energy and environmental policy goals. Too often, the energy policy debate from the Scottish Government perspective has been reduced to a low-carbon energy development debate between nuclear energy and renewable energy. There is little reflection on how to reduce Scottish dependency on fossil fuels. For Scotland to aspire to being a low-carbon economy, to decarbonising its electricity market, and to being a leader within the climate change community, it needs to tackle the issue of how to stop the continuation of burning fossil fuels.
    [Show full text]
  • Electricity NIC Submission from Western Power Distribution
    Network Innovation Competition 2017 WPD/EN/NIC/03 Innovation to enable the DSO transition Project Code/Version Number: WPD/EN/NIC/03 1 Section 1: Project Summary 1.1. Project Title Electricity Flexibility and Forecasting System 1.2. Project Executing Flexibility services successfully will be key in enabling Explanation the transition to DSO. By exploring forecast and communication requirements and by sharing information, the Electricity Flexibility and Forecasting System project will specify, build and trial the additional system functionality required by a DNO to manage these services. 1.3. Funding East Midlands, West Midlands, South West and South Wales licensee: 1.4. Project 1.4.1. The Problem(s) it is exploring description: The new capabilities DNOs require in order to perform new functions as DSOs, as outlined by the ENA workgroup. 1.4.2. The Method(s) that it will use to solve the Problem(s) The project will explore forecasting arrangements required to build a DSO system capability. It will determine system requirements incorporating common standards and will collaborate with other DSO readiness projects, enabling enhancements to be made to an existing system to deliver and prove a DSO system capability. 1.4.3. The Solution(s) it is looking to reach by applying the Method(s) The project will deliver a practical robust and accurate system capability that will enable a DNO to actively manage the provision of flexibility services necessary for transition to becoming a DSO. 1.4.4. The Benefit(s) of the project The benefit of the Electricity Flexibility and Forecasting System project will be an available flexibility management system, capable of harnessing multiple services and providing DNOs the ability to actively manage their networks.
    [Show full text]
  • SSEN's Electric Vehicle Strategy
    Electric Vehicle Strategy March 2020 SSEN EV Strategy March 2020 Foreword Driving the change As a Distribution Network Operator (DNO), Scottish and We have engaged closely with stakeholders to develop our thinking Southern Electricity Networks’ (SSEN’s) role in decarbonising so far and we know that cross-industry collaboration is essential. We transport is fundamental. Our actions will allow the transition have already built and shared the learnings from a range of innovation to proceed at the pace that the UK’s net zero commitment projects during the current price control period. With publication of this strategy, we are embarking on the next stage of engagement with demands. We don’t have all the answers, but this strategy sets customers and stakeholders and I invite everyone with an interest in out the principles that will guide our journey and some of the this transition to get in touch. There are ten questions at the end of knowledge that will allow us to build a roadmap to get there. this document that can help you to shape our approach to electrifying transport. I look forward to working with you. Our network, from the highlands and islands of northern Scotland to the busy streets of west London, serves customers with a wide range of needs, With the right measures in place the UK could have the most extensive all of which we must get right. We will put our customers at the heart of EV charging network in the world by 2025. this strategy, whether they are domestic, commercial or local authority bodies.
    [Show full text]
  • Morrison Utility Services
    Our Capabilities Our Business Our Group 175967 M Group Services Brochure .indd 1 03/11/2017 12:37 Our Business Delivering services to a broad range of clients across regulated markets and essential infrastructure. We are proud of what we do, how we operate and what we deliver to support our client’s customers. We help our clients deliver their business plans each and every day of the year. Delivering for our clients The challenges our clients face can be from the development of collaborative complex, ever challenging budgets and working through, improvements in customer increasing customer demands mean they service, sharing of innovation and best need a service provider who can be practice, development and training, trusted to deliver quality work, consistently stakeholder management, value engineering, and safety. resource planning, business process We have developed our group capability to improvement, design and build services, align to our client’s needs and the outputs cost control & stock management, they require for their customers. Our data management to plant & fleet service operational delivery includes everything solutions. What we do We provide a broad range of essential Working in collaboration with our clients to infrastructure services within regulated deliver for their customers sectors across the UK and Ireland Proven track record and excellent client Four core regulated sectors; relationships - Utilities Nationwide coverage with over 8,000 - Transport direct staff and growing - Data - Telecommunications Service ethos
    [Show full text]
  • Powerhouse of Wave Energy
    Alternative energy Wave energy Over 20 companies developing technology British Isles - powerhouse of wave energy Surrounded by sea, the British Isles are ideally located to receive a continuous flow of renewable energy from waves. While offshore wind power is taking off, a new marine- energy industry - focusing on wave and tidal power - is emerging. With at least twenty companies involved, Britain is at the forefront of the development of wave power. Even technology from Scandinavia, the US, and Australia is being deployed and fine-tuned in British waters. | By Leen Preesman Wave power is, in theory, a highly play a major role in the energy supply. promising form of renewable energy. Nevertheless, experts agree that wave Yet, as the first commercial wave-power power can be a useful diversifier in the farms are appearing on the horizon, it energy mix, and that its economics are is clear that this technology still has a getting better as fossil-fuel prices go up. long way to go. Most projects depend heavily on subsidies, and while it is too In this article we highlight the different early to identify the successful designs, technologies that are in an advanced few companies can provide an estimate stage of development. of the production costs. Besides the technical challenge, the Pelamis Sea Snake - the world’s access to or the capacity of the grid are first wave-energy farm | often problematic in areas where wave- The Pelamis Sea Snake is among the power conditions are best. According to most promising technologies. It is a the International Energy Agency, a lack 160-meter long construction of linked of cooperation between developers as floating tubes, and the wave-induced well as the absence of guidelines and movement on the hinge points generates standards is slowing down developments.
    [Show full text]
  • Bifab, the Offshore Wind Sector and Scottish Supply Chain Published in Scotland by the Scottish Parliamentary Corporate Body
    Published 22 January 2021 SP Paper 911 1st Report, 2021 (Session 5) Economy, Energy and Fair Work Committee Comataidh Eaconamaidh, Lùth is Obair Chothromach BiFab, the offshore wind sector and Scottish supply chain Published in Scotland by the Scottish Parliamentary Corporate Body. All documents are available on the Scottish For information on the Scottish Parliament contact Parliament website at: Public Information on: http://www.parliament.scot/abouttheparliament/ Telephone: 0131 348 5000 91279.aspx Textphone: 0800 092 7100 Email: [email protected] © Parliamentary copyright. Scottish Parliament Corporate Body The Scottish Parliament's copyright policy can be found on the website — www.parliament.scot Economy, Energy and Fair Work Committee BiFab, the offshore wind sector and Scottish supply chain, 1st Report, 2021 (Session 5) Contents Executive Summary _____________________________________________________1 Membership changes ____________________________________________________7 Introduction ____________________________________________________________8 Background to the Committee's inquiry _____________________________________9 Policy background _____________________________________________________ 11 BiFab background and timeline ___________________________________________13 Investment ___________________________________________________________15 Guarantees_________________________________________________________17 State Aid___________________________________________________________20 UK Competition Law__________________________________________________24
    [Show full text]
  • Scottishpower Consultation Response – Electricity Market Reform
    SCOTTISHPOWER CONSULTATION RESPONSE – ELECTRICITY MARKET REFORM Introduction ScottishPower is a major UK energy company with networks, generation and retail interests. It is part of the Iberdrola group, a major international utility and the world’s leading renewables developer. Iberdrola is the majority owner of ScottishPower Renewables – the UK’s leading wind power developer – and is part of a joint venture with a view to developing up to 3.6GW of new nuclear power on land adjacent to Sellafield. Our group is therefore a major player in the electricity market reform process and the drive to a low carbon electricity sector. This response is on behalf of all Iberdrola’s interests in the UK and references to “ScottishPower”, “we” etc. should be read accordingly. Current Market Arrangements 1. Do you agree with the Government’s assessment of the ability of the current market to support the investment in low-carbon generation needed to meet environmental targets? The Government’s consultation rightly stresses the benefits that the UK has achieved through the development of open energy markets. These have led to competitive prices, low costs and an excellent performance in cutting carbon. We agree with the general position that markets are the most efficient mechanism to reward investment and allocate resources and we applaud the progress the UK has made in taking forward a market led approach and the results it has achieved. In broad terms, we agree with the Government’s diagnosis of the problem. Given a policy requirement for rapid decarbonisation of the domestic power sector, including a large scale deployment of renewables, well designed interventions, which preserve the market led approach to the greatest extent possible, are likely to be necessary to create a framework in which these changes can happen.
    [Show full text]
  • Scottish Hydro Electric Power Distribution Plc
    Scottish Hydro Electric Power Distribution plc Directors report and financial statements Year ended 31 March 2020 Registered No.: SC213460 Scottish Hydro Electric Power Distribution plc Contents Page No. Directors and Other Information 1 Strategic Report 2 Corporate Governance Statement 16 Directors' Report 20 Statement of Directors' responsibilities in respect of the Strategic Report, the Directors' Report and the Financial 22 statements Independent Auditor's Report to the Members of Scottish Hydro Electric Power Distribution plc 23 Profit and Loss Account 35 Balance Sheet 36 Statement of Changes in Equity 37 Cash Flow Statement 38 Notes on the Financial statements 39 Scottish Hydro Electric Power Distribution plc Directors and Other Information Directors Gregor Alexander (Non-Executive Director) (Chairman) Stuart Hogarth (Resigned 23/03/20) Colin Nicol Dale Cargill (Resigned 23/01/20) Alistair Borthwick (Resigned 28/06/19) Robert McDonald Rachel McEwen (Non-Executive Director) Katherine Marshall (Non-Executive Director) Mark Rough (Appointed 01/04/20) David Rutherford (Independent Non-Executive Director) Gary Steel (Independent Non-Executive Director) Registered office Inveralmond House 200 Dunkeld Road Perth PH1 3AQ Secretary Mark McLaughlin Auditor Ernst & Young LLP Chartered Accountants 5 George Square Glasgow G2 1DY Registered number SC213460 1 Scottish Hydro Electric Power Distribution plc Strategic Report The Strategic Report sets out the main trends and factors underlying the development and performance of Scottish Hydro Electric Power Distribution plc (the “Company”) during the year ended 31 March 2020, as well as those matters which are likely to affect its future development and performance. The business, its objectives and strategy The Company is a wholly owned subsidiary of SSE plc (the “Group”).
    [Show full text]
  • Nuclear News
    No.12 November 2009 nuClear news NuClear News No.12 November 2009 1. Nuclear National Policy Statement Late 2. Infrastructure Planning Commission (IPC) 3. Feed-in disaster 4. Risks of something serious happening are far too high. 5. Offshore Wind – Round Three 6. Radioactive Waste problem solved? – as if! 7. Low Level Waste Dump Proliferation 8. Carbon floor price 9. Reactor design problems 10. Reactor costs 11. Pay-as-you-save Clear news 1. Nuclear National Policy Statement Late At a Labour Party Conference fringe event, Martin O’Neil, chairman of the Nuclear Industry Association, criticised the Government for the time it has taken to publish its Nuclear National Policy Statement (NPS). “There should have been a national policy statement on nuclear and energy by the end of July so the proper consultative process could take place before the events of April and May,” he said referring to the impending election. It now appears to be accepted in Whitehall that the Nuclear NPS will not be ‘designated’ before the General Election. (1) Climate change minister David Kidney told a CBI conference in October the Nuclear NPS will be published in early November. The NPS, which will be released for consultation, will list potential sites for new reactors. It is designed to give utilities an indication of the legislative framework they will have to comply with in planning new reactors. (2) Meanwhile, a third potential nuclear operator has entered the market, taking total proposals for new reactors up to 16GW. A consortium of GDF Suez, Iberdrola and Scottish and Southern Energy has secured an option to purchase land at Sellafield.
    [Show full text]
  • Annex D Major Events in the Energy Industry
    Annex D Major events in the Energy Industry 2018 Energy Prices In February 2018 the Domestic Gas and Electricity (Tariff Cap) Bill was introduced to Parliament, which will put in place a requirement on the independent regulator, Ofgem, to cap energy tariffs until 2020. It will mean an absolute cap can be set on poor value tariffs, protecting the 11 million households in England, Wales and Scotland who are currently on a standard variable or other default energy tariff and who are not protected by existing price caps. An extension to Ofgem’s safeguard tariff cap was introduced in February 2018 which will see a further one million more vulnerable consumers protected from unfair energy price rises. Nuclear In June 2018 the Government announced a deal with the nuclear sector to ensure that nuclear energy continues to power the UK for years to come through major innovation, cutting-edge technology and ensuring a diverse and highly-skilled workforce. Key elements include: • a £200 million Nuclear Sector Deal to secure the UK’s diverse energy mix and drive down the costs of nuclear energy meaning cheaper energy bills for customers; • a £32 million boost from government and industry to kick-start a new advanced manufacturing programme including R&D investment to develop potential world-leading nuclear technologies like advanced modular reactors; • a commitment to increasing gender diversity with a target of 40% women working in the civil nuclear sector by 2030. 2017 Energy Policy In October 2017 the Government published The Clean Growth Strategy: Leading the way to a low carbon future, which aims to cut emissions while keeping costs down for consumers, creating good jobs and growing the economy.
    [Show full text]
  • Sse Plc Annual Report 2020 About This Report
    SSE PLC ANNUAL REPORT 2020 ANNUAL REPORT 2020 SSE PLC SSE PLC ANNUAL REPORT For a betterFor energy of world 2020 ABOUT THIS REPORT SSE plc is a UK-listed energy company and this Annual Report 2020 comprises a Strategic Report, a Directors’ Report and Financial Statements for the year ended 31 March 2020. In so far as possible, it also seeks to address trends and factors that could affect the future development, performance and position of SSE’s businesses. This includes taking account of events between 31 March 2020 and 16 June 2020, the date on which the Board of Directors approved this report. That period was dominated by the coronavirus emergency and the Board recognised on 16 June that it was difficult to forecast with accuracy the full extent of the pandemic’s human, social, economic and business impact. AT A GLANCE Operating profit Earnings per share Sale of SSE Energy Adjusted Adjusted Services page 17 SSE completed the sale of its GB £1,488.4m 83.6p household energy supply business. Reported Reported Progress in offshore £963.4m 40.6p wind page 19 SSE was successful in UK auctions for offshore wind capacity contracts. Dividend EBITDA Recommended full-year dividend Adjusted A commitment to decarbonisation page 21 80p £2,191.4m SSE adopted a new target to cut carbon intensity of electricity by 60% by 2030. Alternative Performance Measures Economic contribution SSE assesses the performance of the Group using a UK variety of performance measures. These measures are not all defined under IFRS and are therefore termed “non-GAAP” measures.
    [Show full text]
  • Monitoring Geomagnetically Induced Currents in the Scottish Power Grid
    MONITORING GEOMAGNETICALLY INDUCED CURRENTS IN THE SCOTTISH POWER GRID Alan W P Thomson(1), Toby D G Clark(1), Ellen Clarke(1) Allan McKay(2) (1)British Geological Survey, West Mains Road, Edinburgh EH9 3LA, UK, Email: [email protected], [email protected] , [email protected] (2)Department of Geology and Geophysics, University of Edinburgh, West Mains Road, Edinburgh EH9, UK, Email: [email protected] ABSTRACT During magnetic storms, induced electric fields in the ground can result in currents flowing through the neutral earth connections of transformers in power grid systems. These geomagnetically induced currents (GIC) can result in damage to transformers, potentially a major expense to power companies. Scottish Power plc and the British Geological Survey (BGS) have established a system for monitoring GICs and associated geomagnetic disturbances in the part of the UK power grid operated by Scottish Power. We describe various aspects of this system, used routinely since the beginning of 2000 by Scottish Power in its daily grid operations. This paper also includes some examples of calculated and measured GIC during significant magnetic storms. These are shown in relation to measurements made at Eskdalemuir magnetic observatory, which is the nearest observatory to the GIC monitoring sites. Current scientific analysis of GIC and magnetic data in the UK are also described. Fig. 1. UK magnetic observatories (in yellow). Also 1. MONITORING GIC AND GEOMAGNETIC shown is the UK magnetic repeat station network (red). ACTIVITY Overlain are contours of magnetic declination for 2001 (degrees west of true north). The BGS/Scottish Power monitoring service involves the provision of hourly geomagnetic activity indices from the three UK magnetic observatories direct to the grid control centre at Scottish Power.
    [Show full text]