The RECCo Board met in February 2025 to discuss key priorities and developments. This summary outlines the main takeaways.
Parties’ consultation on the 2025-28 Forward Work Plan
The Board reviewed the responses to the draft Forward Work Plan (FWP) consultation, which included three formal letters and feedback received via the separate Strategy document survey. There was broad support for the FWP’s content, with just three queries.
- Potential overlaps between RECCo’s proposed projects and ongoing work by Ofgem and DESNZ
- Certain operations, particularly the change process, should be improved before RECCo undertakes new initiatives
- The proposed increase in RECCo headcount
After careful consideration, the Board concluded that the feedback did not merit a change to the FWP or require changes to the Budget. However, they did ask RECCo’s Executive team to engage with the respondents to discuss their feedback directly – and address these points in the Budget webinar.
Additionally, the recent publication of Ofgem’s preliminary Strategic Direction Statement is expected to reassure stakeholders that rather than duplicating the work of Ofgem and DESNZ, RECCo’s FWP aligns with anticipated regulatory directions, ensuring a coordinated approach to industry priorities.
Budget for 2025-26 and indicative budgets for the following two years
The Board approved the draft 2025-26 Budget for publication and consultation with REC Parties in mid-February 2025. The Budget is c.£55.5m, showing a modest increase of 1% on the draft Budget published as part of the FWP in January 2025.
Responding to and considering the comments raised by REC Parties on the FWP, the Board approved further disclosures to support the increase in headcount planned for the coming year.
In particular, the Board approved the creation of a Design Authority, which will improve REC governance to ensure that change proposals and interventions are appropriate, proportionate, and impactful.
The Board noted that several projects are contingent on RECCo being selected for industry initiatives, such as Consumer Consent and Smart Secure Electricity System (SSES): Tariff Interoperability; other contingent projects include certain procurement activities.
Therefore, the Budget includes c.£9m in contingent costs and associated headcount increases. Finally, the Board supported greater transparency in the 2025 Budget, including the provision of supporting Business Cases for RECCo’s work programmes.
Progress on selected procurement exercises
The Board noted that both the Evolution of the Enquiry Services and the Evolution of the Code Manager (Digital Services) projects remain on track.
Recognising strong performance and positive stakeholder feedback, the Board approved extending the initial term of the Gas Enquiry Service (GES) and Electricity Enquiry Service (EES) for the full two years, until July 2027.
This extension ensures continuity of service while we continue to explore options for future capability enhancements, including microservices architecture, an API gateway, enhanced security, and upgraded service levels based on learnings from recent years.
The procurement for the new REC Digital Services provider has entered the ‘Best and Final Offer’ phase, with contract award planned for summer 2025. The Board approved the evaluation approach and contract signing process.
Smart Secure Electricity System update
The Board received an update on the Smart Secure Electricity System (SSES) initiative led by the Department for Energy Security and Net Zero (DESNZ). This initiative aims to drive a demand-side revolution in the consumer energy market.
DESNZ is in the final stages of responding to the consultation on this initiative, with RECCo identified as the preferred governance and delivery body for tariff interoperability.
Discussions on broader governance arrangements are ongoing. If the initiative’s primary objective is to engage the mass consumer market in demand-side response, the REC, as a consumer-centric code, would be well-positioned to take the lead. Its objectives of protecting consumer data and interests, along with its mission to create an efficient and effective retail energy market, align well with the initiative’s goals.
RECCo’s Net Zero strategy
The Board approved the Net Zero strategy paper, previously discussed at the Board’s Ethics Sub-Committee. The paper sets out RECCo’s Net Zero strategy, defining the organisation’s role in advancing the UK’s Net Zero transition within the Retail Energy Code (REC) framework. While Net Zero is not explicitly mandated in the REC, RECCo is committed to driving innovation, empowering consumers, and enhancing market flexibility in alignment with government policies and Ofgem’s Net Zero objectives.
The strategy outlines RECCo’s key contributions across governance, data management, and stakeholder engagement. In addition to its market-wide efforts, RECCo is reducing its own carbon footprint. Partnering with Positive Planet, it has conducted a comprehensive emissions assessment and is now implementing measures to minimise, mitigate, or offset its environmental impact. The Board noted that the document may need to be revised considering Ofgem’s final Strategic Direction Statement.
Stakeholder Engagement Strategy & Plan 2025-26
The Board was presented with and approved RECCo’s proposed Stakeholder Engagement and Communications Strategy & Plan for 2025-26. This plan was carefully developed, drawing on valuable insights gained from the successes and learnings of the past year. Additionally, it’s designed to align with RECCo’s broader goals and work plans for the coming months.
- The plan includes five key workstreams for the coming year:
- Bringing stakeholders on our journey
- Nurturing a stakeholder-centric culture within RECCo
- Building stronger, more meaningful relationships with RECCo stakeholders and REC Parties
- Positioning RECCo as a thought leader in retail energy matters
- Strengthening RECCo’s unified brand identity across REC Services
At its heart, the plan reflects our commitment to doing what is best for all our stakeholders. This includes recognising the importance of transparency and actively engaging with the wider community. The plan focuses on continuously improving how we connect and communicate with stakeholders across the energy sector, ensuring that RECCo not only listens but also acts on insights on evolving needs and feedback.
The Board stays committed to transparency, stakeholder engagement, and strategic alignment with industry developments. As we move forward, we will continue to refine our approach to ensure RECCo delivers value, innovation, and efficiency in the retail energy market. Thank you for your ongoing support and collaboration.
