{"id":690311,"date":"2025-06-06T14:01:11","date_gmt":"2025-06-06T14:01:11","guid":{"rendered":"https:\/\/www.capgemini.com\/gb-en\/?p=690311"},"modified":"2026-01-22T07:44:55","modified_gmt":"2026-01-22T07:44:55","slug":"data-driven-energy-support-vulnerable-households","status":"publish","type":"post","link":"https:\/\/www.capgemini.com\/gb-en\/insights\/expert-perspectives\/data-driven-energy-support-vulnerable-households\/","title":{"rendered":"Data & AI can lead the way in identifying and supporting vulnerable energy customers"},"content":{"rendered":"\n

Data & AI can lead the way in identifying and supporting vulnerable energy customers<\/h1><\/div><\/div><\/div><\/div>
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Iain Murray<\/h5>
Jun 6, 2025<\/h5><\/div><\/div>
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Tackling vulnerability requires a united approach backed by technology\u00a0<\/h2>\n\n\n\n

The UK\u2019s Energy sector is under increasing pressure to do more for those who need it most. In its refreshed Customer Vulnerability Strategy<\/a>, Ofgem made its expectations clear: companies must improve how they identify vulnerable customers, use data more intelligently, and deliver meaningful, inclusive support. This includes helping those struggling with bills, enhancing customer service for at-risk groups, and driving innovation that leaves no one behind.<\/p>\n\n\n\n

But meeting these expectations is no small feat \u2013 especially in a landscape shaped by rising inflation, surging energy prices, and a growing number of people facing financial, physical, and digital vulnerabilities. Today, nearly one-third of the UK population is considered financially vulnerable, and an estimated 6.1 million households are living in fuel poverty, according to National Energy Action*. From pensioners and people with disabilities to those facing language barriers or living in non-traditional housing, the definition of vulnerability is evolving. It is no longer a static label but dynamic, multifaceted, and often hidden.<\/p>\n\n\n\n

As the energy transition accelerates, vulnerable customers risk being left behind \u2013 unable or unwilling to engage with new technologies or benefit from flexibility schemes designed to lower energy bills. When the decision is between heating or eating, the choice for vulnerable people is clear.<\/p>\n\n\n\n

How can we, as an industry, tackle these challenges for those that need our help?<\/h2>\n\n\n\n

We know that identifying and supporting these vulnerable customers isn\u2019t just a regulatory requirement, it\u2019s a passion driven by many in individual organisations across the industry. <\/p>\n\n\n\n

Each of the challenges facing the Energy sector \u2013 rising fuel poverty, hidden vulnerabilities, digital exclusion, and the complexity of the energy transition \u2013 requires tailored, thoughtful responses. But underpinning all of these is a common thread: the need for better data and smarter systems to pave the way for the sector to provide stronger support for vulnerable customers.<\/p>\n\n\n\n

Here\u2019s how:<\/p>\n\n\n\n

1. Identifying vulnerable customers with precision<\/strong><\/p>\n\n\n\n

For a long time, we\u2019ve relied on the Priority Services Register (PSR) as a proxy for identifying consumers in vulnerable situations. But this traditional method of identifying vulnerability \u2013 based on age, income, or disability \u2013 is no longer sufficient. Because vulnerability is shifting and hard to pin down, and many circumstances or characteristics aren\u2019t captured by the existing codes included in the PSR.<\/p>\n\n\n\n

In its refresh strategy, Ofgem recognises that some suppliers operate their own \u2018PSR+\u2019 which goes above and beyond the industry agreed needs codes. However, it\u2019s not a common or standardised mechanism.<\/p>\n\n\n\n

With the right data strategy, you can go beyond surface-level indicators to build a more complete, real-time picture of who needs support. By integrating diverse data sources \u2013 such as payment history, PSR enrolment, housing type, and even weather data \u2013 AI models can detect patterns and flag customers who may be at risk before they reach crisis point. This enables proactive outreach, not just reactive response.<\/p>\n\n\n\n

2.<\/strong> Planning for vulnerability, not just reacting to it<\/strong><\/p>\n\n\n\n

Once vulnerable customers are identified, the next step is to plan for their needs. This means embedding vulnerability into operational planning, by:<\/p>\n\n\n\n