DOCSLIB.ORG

Stakeholder Engagement Submission 2018/19 Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Stakeholder Engagement Submission 2018/19 Contents Stakeholder Engagement Submission 2018/19 Contents Welcome by John Morea, CEO Part one Part two 1 Our stakeholder engagement 01 1 Focusing on things that matter 01 strategy to our stakeholders 2 Continuing to ensure a broad 05 2 Measuring outcomes 01 and inclusive range of stakeholders are engaged 3 Increasing our positive social 02 impact 3 Tailored engagement mechanisms 06 to inform and engage with our 4 Planning a shared future 06 stakeholders 5 Delivering a safe and efficient 08 4 Acting on stakeholders’ feedback 08 service 5 Using external benchmarking and 10 accreditation to evaluate our performance Contact us SGN management statement This document fairly presents SGN’s stakeholder engagement activities for the period 1 April 2018 to 31 March 2019, which we are responsible for designing and implementing. The criteria used for making this assessment, we believe, are suitable for evaluating our reporting. This document: Ÿ was prepared to appropriately describe our stakeholder engagement strategy, the way in which we keep stakeholders informed, how we enable timely input and feedback to inform decision-making and the variety of mechanisms we use to engage, tailored to stakeholder needs Ÿ includes relevant details of changes to SGN’s stakeholder engagement management activities in the period 1 April 2018 to 31 March 2019, and Ÿ does not omit or distort information relevant to the scope of the stakeholder engagement management and activities being described. John Morea, Chief Executive Officer Contents Welcome by John Morea, CEO Part one Part two 1 Our stakeholder engagement 01 1 Focusing on things that matter 01 strategy to our stakeholders 2 Continuing to ensure a broad 05 2 Measuring outcomes 01 and inclusive range of stakeholders are engaged 3 Increasing our positive social 02 impact 3 Tailored engagement mechanisms 06 to inform and engage with our 4 Planning a shared future 06 stakeholders 5 Delivering a safe and efficient 08 4 Acting on stakeholders’ feedback 08 service 5 Using external benchmarking and 10 accreditation to evaluate our performance Contact us SGN management statement This document fairly presents SGN’s stakeholder engagement activities for the period 1 April 2018 to 31 March 2019, which we are responsible for designing and implementing. The criteria used for making this assessment, we believe, are suitable for evaluating our reporting. This document: Ÿ was prepared to appropriately describe our stakeholder engagement strategy, the way in which we keep stakeholders informed, how we enable timely input and feedback to inform decision-making and the variety of mechanisms we use to engage, tailored to stakeholder needs Ÿ includes relevant details of changes to SGN’s stakeholder engagement management activities in the period 1 April 2018 to 31 March 2019, and Ÿ does not omit or distort information relevant to the scope of the stakeholder engagement management and activities being described. John Morea, Chief Executive Officer WELCOME PART ONE 01 Welcome by John Morea, Chief Executive Officer Ofgem criteria: The network company has a comprehensive and up-to-date stakeholder engagement strategy, which sets out – Ÿ how the network company keeps stakeholders informed about relevant issues, business activities, decision-making and other developments, and When I’m out and about across the business, I’m often Ÿ how the network company enables timely input and feedback from stakeholders via struck by the ethos of public appropriate mechanisms to inform decision-making service that runs through our people. Listening to feedback, acting with care 1. Our stakeholder engagement strategy and concern, and working We reviewed our strategy for long-term stakeholder engagement this year, planning for the next eight years and collaboratively to do what’s thinking about continued evolution within our industry and society. right, as we keep all our Our stakeholder and customer insight suggests that new technology, evolving social concerns and ambitions for customers safe and warm. decarbonisation may drive changes in the expectations and priorities of stakeholders. Our stakeholders have asked us to work collaboratively to contribute to solving complex long-term challenges including the energy transition and fuel poverty. Within this broader context, we discussed and refined our principles of engagement with our Stakeholder Advisory Panel and Customer Engagement Group. We wanted to recognise the importance of collaborating with our stakeholders on shared challenges and we amended our fourth principle to reflect that. We need to ensure our services reflect all our We’ve also continued to work with our valued stakeholders’ needs. As we engage, whether in person Stakeholder Advisory Panel (SAP) which acts as a Our updated principles of engagement as written in our strategy are described below: or online, every conversation gives us valuable insights ‘critical friend’ to me and my senior team. We were 1. Delivering measurable benefits: 3. Driving inclusivity and diversity: 5. Being responsive and into the things that really matter to our stakeholders. delighted during the past year to welcome its new We will engage directly with Engagement with customers and transparent: SGN will be responsive Chair, Jayne Scott, who brings a wealth of experience We believe as the UK transitions to new low carbon customers and stakeholders to stakeholders should be broad and and transparent, explaining how in the consumer challenge arena. heat solutions, engagement becomes ever more embed their interests in our inclusive; we will seek out the the views and priorities of important; planning together for a shared future that I hope the extracts of activities contained in this report decision-making and deliver diverse perspectives of challenging stakeholders have influenced meets the needs of all. illustrate the importance we place on our engagement valued, measurable benefits and hard to reach groups decision-making and how we have with stakeholders – listening and responding to balanced the needs of different This year, we have scaled-up our partnerships to create 2. Focusing on material issues: 4. Providing ongoing opportunities produce better solutions for everyone. stakeholders stronger outcomes for both stakeholders and our Customers and stakeholders for challenge and collaboration: business. And we’ve worked with leading experts and should have a say in the issues they Engagement will be tailored to the 6. Continually improving: care about and that have the most needs of stakeholders to ensure SGN will continuously improve its a small steering group of stakeholders to better impact on them that genuine opportunities for engagement with customers and measure the positive social impact of what we do. ongoing dialogue, challenge, stakeholders, finding new and review and collaboration are better ways to respond to their created changing needs Statement by Jayne Scott, Chair, SAP In our engagement strategy we describe how we bring our principles to life and embed them into our business activities I feel very privileged to be able to introduce this report SGN’s Executive team has continued to be very by following a six-stage, iterative engagement cycle as shown below. as Chair of SGN’s Stakeholder Advisory Panel (SAP) engaged with the SAP with good Executive team having been appointed to the role during the year. attendance at SAP meetings and by responding 1. Identify positively to challenges and suggestions from the SAP. A summary of our six stages of engagement This has been a year of change for the SAP. During the Particular highlights this year have included: is presented opposite. year SGN’s Customer Engagement Group (CEG) was 1. For each of our key business priorities and established and the company asked the SAP to ü Learning from electricity networks who are leading processes we identify the stakeholders that consider where it might continue to add value in the the way on stakeholder engagement are impacted by or interested in our development of stakeholder engagement given the ü Proposals to work with third parties who represent activities CEG’s role. A very constructive workshop session was ‘hard to reach’ groups including those with 6. Refine 2. Tailor held between members of the SAP and the company 2. We tailor our methods of engagement and disabilities to consider how it might challenge and support SGN in communication to our stakeholders’ needs the future, while recognising but not duplicating the ü Enhanced engagement with local authorities to depending on their preferences and levels of knowledge and interest role of the CEG. Revised Terms of Reference for the align business planning with their future plans and SAP were drafted and agreed with the company as a energy needs 3. We engage with a purpose and listen to our Six stages stakeholders of engagement result. The SAP’s revised remit now focuses on how it ü Engaging with online communities to promote fuel can work with SGN to continually extend its poverty solutions 4. We respond to the views of stakeholders 5. Measure 3. Listen stakeholder reach, with the widest possible across our business stakeholder engagement, to continue to operate as a Overall, the SAP is very encouraged by the progress 5. We measure the benefits of our ‘critical friend’ but be independent of SGN, provide made by SGN to mature its stakeholder engagement engagement and its effectiveness practical and expert guidance to SGN to help it and consider stakeholders as a central part of all respond to challenges from the CEG and
Load more

Recommended publications
  • Part II BUYERS GUIDE Products, Research and Services INDEX Countries
    Part II BUYERS GUIDE Products, Research and Services INDEX Countries Note: The abbreviations listed against each country in this index are those used elsewhere in the directory (eg in the BUYERS GUIDE section and in the ORGANIZATION index) to indicate the national location of organizations. ARGENTINA AR ITALY I AUSTRALIA AU JAPAN J AUSTRIA A KENYA KE BANGLADESH BA KOREA KO BELGIUM B MALAWI MW BRAZIL BR MALAYSIA MA CANADA CAN MAURITIUS MT CHILE CL NETHERLANDS NL CHINA CA NEW ZEALAND NZ COSTA RICA CR NORWAY N CUBA cu PAKISTAN PA CYPRUS CY PHILIPPINES PH DENMARK DK POLAND PO EGYPT EG PORTUGAL p FINLAND SF SPAIN E FRANCE F SWEDEN s GERMANY D SWITZERLAND H GREECE GR UNITED KINGDOM UK GUATEMALA GU UNITED STATES us HUNGARY HU WEST INDIES WI INDIA IN YUGOSLAVIA YU IRELAND IRL ZIMBABWE ZI ISRAEL IS 165 INDEX Companies & Organizations 3T Engineering US ASTRA IN A & C Kosik GmbH D AVG Technical Services GmbH D A Ahlstrom Oy SF AZF groupe CDF Chimie F A Biotec I Aachen Technical University D A C Bamlett Ltd UK Aalborg University Centre DK A C Foreman Ltd UK Abay SA B A E Higginson MBE UK Abbott Laboratories US A E Staley Manufacturing Co US Abbott Trower & Co Ltd UK A 0 Smith Harvestore Productions Ltd UK Abcor Environmental Systems Ltd UK A 0 Smith Harvestore Products Inc us Abcor Inc US A-trans S Aberystwyth University College of Wales UK AB Generator (UK) Ltd UK Abetong Sabema B ABC Holdings Ltd UK Abetong Sabema DK ABC Waste Handling Systems UK Abetong Sabema S AC Biotechnics AB S Abitibi-Price Inc CAN AC Invest Produkt AB S Acadian Distillers
    [Show full text]
  • Media Kit 2021 INTRODUCTION
    www.nsenergybusiness.com www.windpower-international.com media kit 2021 INTRODUCTION www.windpower-international.com Who are we, what we do.. Wind is one of the fastest-growing power sources in the world, as energy systems shift towards clean, renewable forms of generation. More than 60 GW of new capacity was installed globally in 2019 – a 20% POWERED BY 170 YEARS OF ENERGY INDUSTRY EXPERTISE annual increase – and although the pandemic has slowed the pace of this trajectory, wind has remained resilient during the crisis and record growth is Progressive Media International presents to you World Wind Technology as part expected over the next five years. of a larger portfolio including Nuclear Engineering International, Modern Power Systems, International Water Power & Dam Construction, World Expro and World As more and more countries around the world target emissions reduction Mining Frontiers. – including key growth markets of China, Europe and the US under a new administration – the sector is poised for a bright future. Now is the time for suppliers establish themselves in this dynamic market as a wave of new projects and upgrades is announced and governments accelerate their clean-energy ambitions over the coming decade. World Wind Technology will provide key executives, who have the power to make purchasing decisions, with unique analysis and data combined with contributions from leading industry analysts, practitioners and thought leaders. Our unique and powerful database of readers includes qualified senior management and executive decision makers, who have the authority to buy the products and services they need in order to capitalise on the opportunities in the market.
    [Show full text]
  • A Vision for Scotland's Electricity and Gas Networks
    A vision for Scotland’s electricity and gas networks DETAIL 2019 - 2030 A vision for scotland’s electricity and gas networks 2 CONTENTS CHAPTER 1: SUPPORTING OUR ENERGY SYSTEM 03 The policy context 04 Supporting wider Scottish Government policies 07 The gas and electricity networks today 09 CHAPTER 2: DEVELOPING THE NETWORK INFRASTRUCTURE 13 Electricity 17 Gas 24 CHAPTER 3: COORDINATING THE TRANSITION 32 Regulation and governance 34 Whole system planning 36 Network funding 38 CHAPTER 4: SCOTLAND LEADING THE WAY – INNOVATION AND SKILLS 39 A vision for scotland’s electricity and gas networks 3 CHAPTER 1: SUPPORTING OUR ENERGY SYSTEM A vision for scotland’s electricity and gas networks 4 SUPPORTING OUR ENERGY SYSTEM Our Vision: By 2030… Scotland’s energy system will have changed dramatically in order to deliver Scotland’s Energy Strategy targets for renewable energy and energy productivity. We will be close to delivering the targets we have set for 2032 for energy efficiency, low carbon heat and transport. Our electricity and gas networks will be fundamental to this progress across Scotland and there will be new ways of designing, operating and regulating them to ensure that they are used efficiently. The policy context The energy transition must also be inclusive – all parts of society should be able to benefit. The Scotland’s Energy Strategy sets out a vision options we identify must make sense no matter for the energy system in Scotland until 2050 – what pathways to decarbonisation might targeting a sustainable and low carbon energy emerge as the best. Improving the efficiency of system that works for all consumers.
    [Show full text]
  • Annex C Preliminary Uxo Threat Assessment
    Keadby 3 Low Carbon Gas Power Station Preliminary Environmental Information Report, Volume II - Appendix 13A: Phase 1 Desk Based Assessment Application Reference EN010114 ANNEX C PRELIMINARY UXO THREAT ASSESSMENT October 2020 Page 67 P RELIMINARY UNEXPLODED ORDNANCE (UXO) THREAT ASSESSMENT Meeting the requirements of CIRIA C681 ‘Unexploded Ordnance (UXO) – A guide for the Construction Industry’ Risk Management Framework PROJECT NUMBER 8472 ORIGINATOR D. Barrett VERSION NUMBER 1.0 REVIEWED BY L. Gregory (15th October 2020) CLIENT AECOM RELEASED BY R. Griffiths (15th October 2020) STUDY SITE Keadby 3 Low-Carbon Gas Power Station Project RECOMMENDATION No further action is required to address the UXO risk at this Study Site 6 Alpha Associates Limited, Unit 2A Woolpit Business Park, Bury St Edmunds, IP30 9UP, United Kingdom T: +44 (0)2033 713 900 | W: www.6alpha.com UNEXPLODED ORDNANCE THREAT ASSESSMENT STUDY SITE The Study Site is described as “Keadby 3 Low-Carbon Gas Power Station Project”, and it is centred on National Grid Reference 481834, 411442. THREAT POTENTIAL AND RECOMMENDATIONS The potential for a UXO hazard to occur, and more specifically, the potential for unexploded WWI and WWII ordnance to exist at this site is assessed as being UNLIKELY (Figure 2). In accordance with CIRIA C681 Chapter 5 on managing UXO risks, 6 Alpha concludes that NO FURTHER ACTION is required to address the UXO risk at this Study Site. Should you have any queries, please contact 6 Alpha. REPORT SUMMARY During WWII, the Study Site was situated within Isle of Axholme Rural District and Glanford Brigg Rural District, which recorded less than one and one High Explosive (HE) bomb strikes per 100 hectares respectively; both very low levels of bombing.
    [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]
  • CD5.62 Utilities Report
    Sandown Park Redevelopment Utilities Assessment 22 January 2019 Waterman Infrastructure & Environment Limited Merchants House, Wapping Road, Bristol, BS1 4RW www.watermangroup.com Client Name: The Jockey Club Document Reference: WIE15367-100-R-1-2-2-Utilities Project Number: WIE15367 Quality Assurance – Approval Status This document has been prepared and checked in accordance with Waterman Group’s IMS (BS EN ISO 9001: 2015, BS EN ISO 14001: 2015 and BS OHSAS 18001:2007) Issue Date Prepared by Checked by Approved by 01 10/01/2019 A Godfrey J Burdon J Burdon 02 22/01/2019 A Godfrey J Burdon J Burdon Comments 01 First Draft 02 Final issue. Updated following further utility provider responses Comments Disclaimer This report has been prepared by Waterman Infrastructure & Environment Limited, with all reasonable skill, care and diligence within the terms of the Contract with the client, incorporation of our General Terms and Condition of Business and taking account of the resources devoted to us by agreement with the client. We disclaim any responsibility to the client and others in respect of any matters outside the scope of the above. This report is confidential to the client and we accept no responsibility of whatsoever nature to third parties to whom this report, or any part thereof, is made known. Any such party relies on the report at its own risk. Contents 1. INTRODUCTION .......................................................................................................................... 1 1.1 Background to Project .....................................................................................................
    [Show full text]
  • UNC Distribution Workgroup Minutes Thursday 28 May 2020 Via
    _______________________________________________________________________________________________________ UNC Distribution Workgroup Minutes Thursday 28 May 2020 via Teleconference Attendees Alan Raper (Chair) (AR) Joint Office Helen Bennett (Secretary) (HB) Joint Office Kate Elleman (KE) Joint Office Andy Clasper (AC) Cadent Carl Whitehouse (CW) Shell Energy David Addison (DA) Xoserve David Mitchell (DM) SGN Ellie Rogers (ER) Xoserve Fiona Cottam (FC) Xoserve (Agenda Item 3.0 and 4.0 only) Guv Dosanjh (GD) Cadent India Koller (IK) SGN Kirsty Dudley (KD) E.ON Lorna Lewin (LL) Orsted Max Lambert (ML) Ofgem Nitin Prajapati (NP) Cadent Paul O’Toole (PO) Northern Gas Networks Paul Bedford (PB) Opus Energy Phil Lucas (PL) National Grid Richard Pomroy (RP) Wales & West Utilities Sally Hardman (SH) SGN Shanna Barr (SB) Northern Gas Networks Steve Britton (SBr) Cornwall Insights Steve Mulinganie (SM) Gazprom Energy Tracey Saunders (TS) Northern Gas Networks Copies of all papers are available at: www.gasgovernance.co.uk/dist/230420 1. Introduction and Status Review Alan Raper (AR) welcomed everyone to the meeting and invited introductions. 1.1. Approval of Minutes (23 April 2020) The minutes from the previous meetings were accepted. 1.2. Review Outstanding Actions Action 1102: NGIS Reports - DNs to investigate internally and report back to Workgroup. Update: This has now been passed to Gareth Evans on behalf of ICoSS. Steve Mulinganie (SM) advised Gareth Evans will provide an update in due course by way of a briefing note which will be circulated. Carried Forward Action 1202: Xoserve (DA) to assess the material effort to correct the formula for Class 3 and 4 New Supply Meter Points – reference AQ setting.
    [Show full text]
  • Hydrogen in North-Western Europe a Vision Towards 2030 INTERNATIONAL ENERGY AGENCY
    Hydrogen in North-Western Europe A vision towards 2030 INTERNATIONAL ENERGY AGENCY The IEA examines the IEA member IEA association full spectrum countries: countries: of energy issues including oil, gas and Australia Brazil coal supply and Austria China demand, renewable Belgium India energy technologies, electricity markets, Canada Indonesia energy efficiency, Czech Republic Morocco access to energy, Denmark Singapore demand side Estonia South Africa management and Finland Thailand much more. Through France its work, the IEA Germany advocates policies that Greece will enhance the Hungary reliability, affordability Ireland and sustainability of Italy energy in its 30 member countries, Japan 8 association countries Korea and beyond. Luxembourg Mexico Netherlands New Zealand Norway Poland Portugal Please note that this Slovak Republic publication is subject to Spain specific restrictions that limit its use and distribution. The Sweden terms and conditions are Switzerland available online at Turkey www.iea.org/t&c/ United Kingdom United States This publication and any map included herein are The European without prejudice to the Commission also status of or sovereignty over participates in the any territory, to the delimitation of international work of the IEA frontiers and boundaries and to the name of any territory, city or area. Source: IEA. All rights reserved. International Energy Agency Website: www.iea.org CLINGENDAEL INTERNATIONAL ENERGY PROGRAMME CIEP contributes to the Clingendael public debate on International Energy international political Programme and economic The Hague, The developments in the Netherlands energy sector (oil, gas Website: and electricity) and https://www.clingendae energy-related climate lenergy.com/ change issues and energy transition. CIEP contributions include research, events, publications, comments, lectures and training.
    [Show full text]
  • Download the Aberdeen Vision Project Report
    Project partners & supporting companies: Disclaimer: While the authors consider that the data and opinions contained in this report are sound, all parties must rely upon their own skill and judgement when using it. The authors do not make any representation or warranty, expressed or implied, as to the accuracy or completeness of the report. The authors assume no liability for any loss or damage arising from decisions made on the basis of this report. The views and judgements expressed here are the opinions of the authors and do not reflect those of the client or any of the stakeholders consulted during the course of this project. Final Report Contents Contents Table of Contents CONTENTS ................................................................................................................................................................................................................................................... 2 1.0 EXECUTIVE SUMMARY .................................................................................................................................................................................................................... 7 2.0 INTRODUCTION .............................................................................................................................................................................................................................. 10 3.0 BASIC CONCEPT OF ABERDEEN VISION PROJECT ................................................................................................................................................................
    [Show full text]
  • Our Business
    Our Business Delivering what we promise 180087 MDS Services A5 Jan 2018.indd 1 17/01/2018 15:10 Our Business What We Do Morrison Data Services is the UK’s leading utility data services business, As part of our growth strategy we have become the market leader in differentiated by the scale and capability of its national workforce. Data Managed Services with a unique ability to leverage our 3,000+ strong This provides regulatory assurance and innovative solutions to energy and field force to both enable and enhance our offerings to energy and water retailers in rapidly changing markets. water retailers. Our success to date is based on the following key competencies: As an organisation, we understand the need to continuously evolve in order to meet the ever changing needs of our clients. Large scale processing of regulated data to industry compliant standards Who we work for Large scale, multiskilled, flexible national workforce Avantigas DONG Energy First Utility npower SSE National, high density data collection Affinity Water Economy Energy Flow Energy OneSelect Statoil BES Ecotricity Opus Energy An ability to adapt to change in an ever-evolving market place Gazprom Telefonica (CSP) British Gas EDF Energy Green Energy Ovo Energy Total Gas & Bulb Energy Development of large scale, multi-product relationships with clients Elexon Haven Power People’s Energy Power Business Stream Energy Assets Irish Water Regent Gas Thames Water Capita As a part of M Group Services, Morrison Data Services has Engie Limejump ScottishPower TOTO Energy Clear Business access to enhanced capabilities across our group in utilities, Water ENI Macquarie SGN Utility Warehouse transport and communications, with our skilled and competent CNG E.ON Energy Leasing Siemens Wales and West workforce in excess of 8,000 people which contributes towards Corona ESB Marble Power South East Water Waterplus a turnover of almost £1 billion and growing.
    [Show full text]
  • SSE Annual Report 2009
    Scottish and Southern Energy plc Annual Report 2009 Producing energy in a more sustainable way with new developments like the Glendoe hydro electric scheme. Helping make electricity and gas more affordable by offering a ‘better plan’ and installing insulation. Ensuring electricity supply is reliable through investing in networks in England and Scotland. Providing more capacity for the UK to maintain dependable supplies of gas through development at Aldbrough. SSE’s core purpose is to provide the energy people need in a reliable and sustainable way. Our Values Safety, service, efficiency, sustainability, excellence, teamwork – the SSE SET. Our Strategy To deliver sustained real growth in the dividend payable to shareholders through the efficient operation of, and investment in, a balanced range of regulated and non-regulated energy-related businesses. Our Team More than 18,500 people, working from power stations, depots, customer service centres, offices and shops. * Unless otherwise stated, this Annual Report describes adjusted operating profit before exceptional items, the impact of IAS 32 and IAS 39 and after the removal of taxation and interest on profits from jointly-controlled entities and associates. In addition, it describes adjusted profit before tax before exceptional items, the impact of IAS 32 and IAS 39 and after the removal of taxation on profits from jointly-controlled entities and associates. It also describes adjusted earnings and earnings per share before exceptional items, the impact of IAS 32 and IAS 39 and deferred
    [Show full text]
  • Northern Gas Networks Limited
    BEFORE THE COMPETITION AND MARKETS AUTHORITY AN APPEAL UNDER SECTION 23B OF THE GAS ACT 1986 BETWEEN: NORTHERN GAS NETWORKS LIMITED Appellant and THE GAS AND ELECTRICITY MARKETS AUTHORITY Respondent NOTICE OF APPEAL GAS DISTRIBUTION LICENCE MODIFICATION RIIO-GD2 PRICE CONTROL Linklaters LLP One Silk Street London EC2Y 8HQ Tel +44 20 7456 2000 Fax +20 7456 2222 Table of Contents Contents Page PART I INTRODUCTION ................................................................................................................... 2 1 Overview ................................................................................................................................. 2 2 Request for permission to appeal ........................................................................................... 2 3 Scope of the Appellant’s appeal .............................................................................................. 2 4 Key documents........................................................................................................................ 3 5 Contact details......................................................................................................................... 3 5.1 Appellant ................................................................................................................................. 3 5.2 Appellant’s address for receipt of documents ......................................................................... 3 5.3 Solicitors to the Appellant .......................................................................................................
    [Show full text]