Business Plan


Data Insight

Improvement programme summary

The Data Insight improvement programme seeks to address the causes of poor-quality data and develop tools to access, analyse, cleanse and enrich this data. This programme will identify how we can enhance our current data analytics capabilities and overlay market data with publicly available datasets to provide greater data insight and support in areas such as water efficiency and leakage reduction.

With over three years’ experience operating the market, we know that data quality issues continue to cause significant operational challenges which heavily impact both trading party performance and customer outcomes. These issues affect the accuracy of customer bills through the quality of settlement and leakage calculations. What’s more, data quality issues restrict a customer’s ability to make informed decisions on the switching of services and water efficiency offerings.

Its delivery is phased across all three years of our business plan and includes:

Improvements to the quality of asset, customer and premises data in the central market operating system (CMOS)
Providing access to rich analytical tools - allowing enrichment and segmentation of market data to enable more informed decision making
Developing a modern data warehouse - to improve data analytics and reporting capabilities
Enabling improved self-service reporting
How trading parties and customers will benefit

This programme is a key component in delivering our Data Insight strategic priority, by enabling us to make decisions based on high quality data.

By adopting a central and standardised approach to data cleanse activities and by implementing data analytics tools, trading parties will be able to proactively address data and performance issues. By having confidence in the data, trading parties will reduce their indirect costs and be able to focus on delivering value added services to customers.

These improvements will be created by a programme that:

Improves the accuracy of financial settlement and ensures better quality consumption data available for customer bills
Enables trading parties to benefit from accessible high-quality data supported by a ‘single version of the truth’
Improves trading parties’ ability to make informed decisions on the delivery of core services to customers and develop new, innovative offerings, benefitting from cleansed data and improved reporting
Gives customers confidence in the data to better understand their water usage
Improve MOSL's ability to take a more targeted approach to understanding, and intervening on, performance issues.
“We’re public sector (schools, care homes, offices, depots. leisure centres) and we’re categorised in the same way as all non-household customers, however, it’s clear that a ‘one-size fits all’ approach does not work and we support MOSL’s focus on developing a greater understanding of customer segmentation and consumption data.”

Jonathan Williams, Utilities Officer, Sefton Council

How the workstream builds on our current 2020/21 Business Plan 

During 2020/21 we have been developing a prioritised data cleanse plan to address the quality of core items of data in CMOS. These core items include meter, customer and premises data items which have been shown to have the most significant impact on trading parties’ abilities to serve customers efficiently.

This year we have also increased our focus on the current limitations with the CMOS database and the associated reporting tools and have scoped the development of a modern data warehouse with improved analytical capabilities.

In addition to a focus on the quality of core data items such as meter and customer details, our improvement programme will incorporate findings from the 2019/20 market audit which detailed the contribution of the new connections process to poor quality customer premises data, resulting in overstated levels of market vacancy. This, in turn, causes problems with customer premises not being accurately reflected in the market, challenges for levels of consumption and leakage to be understood and inefficiencies in meter reading activity.

Data Insight was highlighted as one of our most critical programmes by many respondents in our business plan consultation. As a result of the feedback received, we have changed the phasing of spend within our plan, with £100k moved from year three (2023/24) to year one (2021/22). Previously, there was no specific spend allocated for year one.


This will enable us to accelerate the meter and premises related parts of the data cleanse work. It will allow MOSL to support trading party improvements in meter location data, for example, by using commercial datasets to target key areas of poor data. This work will help accelerate benefits to trading parties of being able to find meters, take read reads and then submit them onto CMOS.

Delivery for 2021/22 – milestones and outcomes
Deliver data cleanse plan for core asset, customer and premises data
This plan is being developed in 2020/21 and is expected to include:

Assessment of core data currently held outside CMOS and one-off ‘data-sharing’ programme

Development of incentives and performance indicators relating to completeness and accuracy of core data quality

Assessment of new technology scope for end user input and verification of core data

Prioritised new connections and vacancy activities
Retailers better able to find, onboard, tender or switch a customer or customer supply point(s) using CMOS data

Trading parties able to find a meter, take a meter read, and submit a meter read into CMOS

Trading parties held accountable for data quality through incentives and performance measures

CMOS holds more accurate record of customer premises in the market enabling improved leakage and supply/demand balance assessments

Three-year delivery plan
Current year
Year one
Year two
Year three
Publish data cleanse plan

Develop Proof of Concept for Data Analytics capability

Continue work to segment customer data
Assessment of core data held outside CMOS and one-off ‘data-sharing’ programme

Develop data incentives and performance indicators

Assessment of scope for new technology to deliver end user input and verification of core data

Delivery of priority new connections and vacancy activities
Detailed activities will be developed in year one and may include introduction of end user verification and input of data

Ongoing delivery of core data improvements

Detailed development work for Data Warehouse and analytics tools
Introduction of a new Data Warehouse, Data Analytics Platform and associated reporting tools
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