On 2 November, DCC will begin a new chapter under a new regulatory framework. It will also mark the end of my time as Chairman. It is unusual to have the privilege of chairing an organisation for as long as I have, and impossible to do so without developing a deep respect for its people, its purpose and the responsibility it carries.
I can remember the starting point back in 2013. Then we were just a handful of people, seeking to turn an ambitious policy concept into a secure communications network capable of connecting smart meters across Great Britain. There were no networks in operation, no meters on the wall and the wider programme involved many organisations with different roles, obligations and priorities. Success was far from certain.
Today, consumers in over 23 million homes and small businesses across Great Britain trust and depend on the 39 million (and rising) smart meters connected to DCC’s digital infrastructure. Whether topping up a prepayment meter remotely, taking greater control of energy use, adopting low-carbon technologies, or avoiding the inconvenience and uncertainty of manual readings and estimated bills. I am convinced this is only the beginning of its impact.
Capabilities built to last
In introducing, operating and now modernising infrastructure of this importance, DCC has developed capabilities that are genuinely distinctive. Cyber security, with the operational disciplines needed to protect critical infrastructure at national scale, was built into the organisation and the system from the outset, rather than added later. As the energy system becomes more digital, interconnected and data-led, that capability will be essential to maintaining trust in its infrastructure, connectivity and use of data.
Over time, DCC has also become a highly dependable delivery organisation. The nationwide deployment of 4G communications hubs shows what that capability can achieve. Strong performance and customer feedback demonstrate the benefits of modern connectivity, while the lower unit cost will help sustain the network over the coming decades. It also illustrates the breadth of the organisation DCC has become operating multiple networks, services and technology environments.
Technical complexity, operational excellence
Reaching this point has at times been exceptionally complex. Bringing the smart metering network into operation demanded sustained effort across technology, regulation and industry. It took longer than many anticipated, but successful go-live was essential to realising the benefits of interoperability.
This was particularly critical with the migration of first-generation SMETS1 meters which required DCC and its partners to bring thousands of legacy arrangements and millions of meters into a common national system. This is one of the most complex technical migration activities ever undertaken, restoring interoperability for consumers and delivering return on investment for suppliers. More recently, the challenge of non-communicating meters has required DCC to work closely with customers and suppliers to identify root causes, improve performance and help more consumers receive the service they expect.
Since going live in 2022, the Central Switching Service has processed over 54 million switches, enabling consumers to change supplier quickly and reliably. This has been achieved whilst significantly reducing operating costs. By applying common security, monitoring and commercial capabilities across critical services, DCC has demonstrated the value of operating as a trusted multi-code operator.
These examples matter because of what they reveal about DCC. Faced with difficult, unfamiliar and constrained challenges, the organisation has repeatedly found a way, combining rigorous analysis with practical delivery, resilience and collaboration.
The opportunities and challenges ahead
For all that has been achieved, the work is not complete. The rollout must continue, and the remaining installations may be among the most challenging. The sector must also mobilise for the large-scale replacement of legacy technology. This will require a strong focus and commitment by all parties. Encouragingly, the case for smart metering is now much clearer, both for consumers and for the wider system.
DCC must continue to work closely with customers and the wider industry. No single organisation can meet the challenges ahead alone. Understanding customers’ operational realities and shaping change together will be essential.
I firmly believe there is much more value to unlock from this national asset, particularly through easier and wider access to smart meter data. With appropriate safeguards and clear purpose, this can enable innovation, reduce system costs and improve consumer outcomes. The opportunity is not simply to maintain the infrastructure, but to realise more of its potential.
Strong foundations for the next chapter
The timing of this new chapter is right. The new regulatory framework will build on proven services, established relationships and deep expertise. This is not a departure from DCC’s purpose, but the next stage in its development.
Capita deserves recognition for its contribution. It was the right partner to help scale an undertaking of this complexity, providing expertise and support while the arm’s-length model allowed DCC to remain focused on its purpose.
Above all, I want to thank the people who made DCC what it is: my fellow Board members, past and present; the Executive team; and colleagues across DCC, whose professionalism, ingenuity and commitment I have seen at first hand. I am equally grateful to our customers, partners and suppliers, and to colleagues across government, Ofgem and the wider energy sector. Everything DCC has achieved has depended on their cooperation, challenge and determination to make this infrastructure work for the country.
Chairing DCC has been an enormous privilege. I leave proud of what the organisation has achieved, grateful to everyone who has supported its journey and confident in the foundations now in place. DCC began with a handful of people and an ambitious idea. It enters its next chapter as trusted national infrastructure, with the capability and opportunity to deliver still more for consumers and for the wider energy system.
Richard McCarthy CBE
Chairman, DCC
October 2026
8 mins
29.10.2026
