Behind those figures are changes that have made switching more reliable, supported fairer treatment of prepayment customers, and improved essential market services. Over our first five years, RECCo has supported major market reform, improved access to market data, and worked with industry to improve retail arrangements and deliver better outcomes for consumers. In celebration, we’re looking back at some of our key moments and forward at our plans for the future.
Elizabeth Lawlor, Chief Executive Officer, has been part of RECCo’s journey from its earliest days:
I have seen the organisation grow from a new company established to bring the Retail Energy Code to life, into a trusted delivery organisation with an increasingly important role across the energy market.
That progress reflects the expertise, commitment and determination of our colleagues, past and present, as well as the support and constructive challenge of our stakeholders, service providers and partners.
Some key moments in RECCo’s journey
These milestones show how RECCo’s work has evolved, from establishing new governance arrangements to improving services and implementing consumer policy.
2021: Building the foundations
When the Retail Energy Code became operational in September 2021, it brought consolidated retail arrangements into a new governance framework. We mobilised the services, systems, and partners needed to make that framework work.
Our service model brings together specialist partners. As the market’s intelligent customer, we set clear expectations, oversee performance, challenge partners to improve, and remain accountable for the development of REC Services. We increasingly use outcome-based contracts that focus on service quality, continuous improvement, and value.
Rachael Anderson, Director of Corporate Affairs, describes RECCo’s establishment:
We wanted to be an active custodian of retail-market arrangements, protecting what works, understanding and challenging what doesn’t, and enabling change that delivers value for the market and better outcomes for consumers.
2022: Helping make customer switching faster and more reliable
The Central Switching Service, delivered by the Data Communications Company (DCC), went live in July 2022, helping consumers switch energy suppliers faster and more reliably.
We established the Retail Energy Code governance and supporting processes needed to embed the new switching arrangements. This included updating market-entry, qualification, change, and performance assurance processes, working with DCC and other service providers to test the arrangements, and managing the transition to ongoing governance.
Our work to improve switching has continued since go-live. Working with DCC and the industry through the Switching Address Quality Plan, we helped improve the address data used in switching. In 2025–26, this work reduced the number of unmatched addresses by 700,000, helping reduce the risk of erroneous switches and supporting a more reliable experience for consumers.
Read more about the Central Switching Service →
2023: Putting data and digitalisation at the heart of our thinking
In 2023, we launched our Data and Digitalisation Strategy, setting out how the better use of data and technology could simplify services, support innovation, and help the retail market respond to future needs.
The strategy now guides how we develop our data and digital services. It has informed work on consumer consent, data access and quality, as well as improvements to the REC Portal and Enquiry Services.
We have since modernised how we deliver digital and data services. Changes to the Green Deal Central Charging service have halved its cost, while improvements to the Gas Enquiry Service have reduced annual costs by more than £1 million. Our future Enquiry Services model is expected to reduce delivery costs by around 55% while maintaining service quality and strengthening resilience.
Read more about RECCo’s data and digitalisation strategy →
2024: Supporting fairer energy costs and market stability
In 2024, we introduced the reconciliation arrangements for Payment Method Levelisation, supporting Ofgem’s policy that prepayment customers should not face higher standing charges than direct-debit customers. In the first payment cycle, suppliers submitted data covering more than 95% of the expected number of prepayment meters and paid 99.86% of invoices on time.
Read more about Payment Method Levelisation →
We also completed the Market Stabilisation Charge. We established the governance, charging, and invoicing arrangements within four months and collected and distributed more than £80 million between suppliers over the scheme’s lifetime. The temporary scheme helped reduce risks to market stability during a period of wholesale-market volatility.
Read more about the conclusion of the Market Stabilisation Charge →
2025: Setting our longer-term direction and supporting major reform
In 2025, we published our Strategy 2025–30, built around three strategic aims: Perform, Protect and Progress.
In the same year, we delivered the REC and Electricity Enquiry Service changes needed to support Market-wide Half-Hourly Settlement – helping to turn one of the energy market’s most significant reforms into operational arrangements.
Ofgem appointed us to deliver the Consumer Consent Solution, which will give consumers a consistent and secure way to control who can access their energy data. We also took on Tariff Interoperability under the Government’s Smart Secure Electricity Systems programme, helping establish a standard approach to sharing tariff information and supporting consumer-led flexibility.
Read more about the Consumer Consent Solution →
2026: Stronger services and wider engagement
In 2025–2026, our service providers met 96% of their key performance indicators, with more than £120,000 returned to industry through performance credits. Stakeholder satisfaction improved for the third consecutive year, reaching 7.6 out of 10.
We engaged more than 1,280 stakeholders across 124 meetings, events, and forums. This included a growing number of people working in the flexibility and data sectors.
In June 2026, Ofgem invited us to take part in its assessment for the future Electricity Commercial Code (ECC) Code Manager role. The planned ECC would consolidate the Distribution Connection and Use of System Agreement (DCUSA) and the Connection and Use of System Code (CUSC) into a more streamlined governance framework, making the rules easier to find, understand, and follow.
We submitted our licensing assessment to Ofgem on 28 August, following discussions with stakeholders across the industry. Ofgem is now assessing our submission. Later this year, Ofgem will decide whether to propose granting RECCo the ECC Code Manager licence, and there will be an opportunity to respond to a consultation on that decision before the outcome is finalised.
Read more about RECCo’s ECC licensing assessment and how to get involved →.
Preparing for the next chapter
Our fifth year is proving to be one of our most significant as we prepare for our next steps.
Ofgem is preparing to license RECCo as the REC Code Manager under the new energy code governance framework, bringing more consistent code accountability, code performance, and outcomes.
We are also preparing to launch the refreshed REC Portal, continuing to develop the Consumer Consent Solution and Tariff Interoperability arrangements, and working with industry on proposals for the future Electricity Commercial Code.
This work will broaden RECCo’s role while we maintain our focus on delivering reliable services, a clearer experience for stakeholders, and better outcomes for consumers.
Read more about RECCo’s priorities in the Forward Work Plan 2026–29 →
Together, these milestones reflect the lessons, experience, and capabilities we built over the first five years.
Hannah Nixon, Chair of the RECCo Board, reflects on that progress:
Over the past five years, RECCo has established itself as a trusted, front-footed organisation at the heart of Great Britain’s retail energy market. Collaboration with REC Parties and wider stakeholders has been central to that progress, bringing the expertise, insight, and constructive challenge needed to help RECCo learn, improve, and deliver.
Building on the strong foundations established through managing the Retail Energy Code, RECCo has used its experience to support wider benefits for the market, from the Central Switching Service to its potential future role as Code Manager for the Electricity Commercial Code.
This has all been possible because of the passion, expertise, and commitment of the RECCo team.
Impact that reaches beyond code governance
Some of RECCo’s impact is visible in major reforms. Some things happen through services that operate every day in the background of the energy market.
Energy theft has serious economic, social, and safety consequences. It increases costs for consumers, supports criminal activity, and puts lives at risk. Before renewing an existing theft data analytics service, we reviewed its performance, compared its results with those of other theft-reduction initiatives, gathered user feedback, and sought independent specialist advice.
By deciding not to renew the service, we avoided around £15 million in costs for industry and consumers. Instead, we developed a broader package of work, including public awareness campaigns, anonymous reporting, and closer collaboration with law enforcement.
Our partnership with Crimestoppers through the Energy Theft Tip-Off Service, publicly known as Stay Energy Safe, is an example of this work.
Comparing September 2021–July 2022 with September 2025–July 2026, the number of actionable reports shared with the energy sector increased by 62%. In 2025 alone, the service passed 13,795 reports of suspected energy theft to suppliers, Distribution Network Operators and Gas Transporters.
The work was recognised internationally when Crimestoppers International awarded the partnership its 2025 Global Award for Community Engagement & Awareness.
This shows how specialist expertise and strong partnerships can improve services and deliver practical results.
Annette Booysen of Crimestoppers said:
We look forward to working even more closely with RECCo in the years ahead to build on this success and drive further innovation in the way energy theft and meter tampering are addressed across Great Britain.
The people and partnerships behind the progress
None of this has been achieved by RECCo alone.
Our colleagues bring expertise, commitment, and pride to their work. Stakeholders and partners share their knowledge, challenge our thinking, and help turn plans into results.
Sid Cox, former Chief Executive Officer, says he is proud, “not just of what we achieved, but more so how we achieved it.”
We put together a talented and dedicated team of passionate individuals, all focused on improvement and delivery.
Sid says colleagues’ hard work and commitment helped RECCo build “a reputation for delivering high-quality governance, systems, and processes in a transparent manner, on time and on budget.”
David Haddock of Wilcock Consultants Ltd works with us to provide metering audit services that help maintain safe and effective metering standards. He says:
One thing that has remained consistent is a close, open, frank and honest working relationship. RECCo challenges and questions the way we work, and that has led to ever-improving levels of delivery.
“It has always been a two-way process: we have learnt from RECCo and RECCo has learnt from us.
Five years in – and still building
Our first five years have given us strong foundations for what comes next.
The energy market is changing rapidly. New technologies, better use of data, and changing consumer expectations mean that market arrangements must be reliable and adaptable. We will support that change by listening to stakeholders, protecting consumers, and focusing on results.
Elizabeth Lawlor says:
Thank you to everyone who has contributed to RECCo’s story so far. I am enormously proud of what we have achieved together and excited about the next chapter—building on our strong foundations, continuing to listen and ensuring RECCo remains ready to deliver the change the market needs.
Paul Hallas, Non-Executive Director, shares that optimism, describing an “exciting future” as RECCo continues to deliver important market services and prepares to take on greater responsibility in the interests of its stakeholders and consumers. For Paul, it has been “a sheer pleasure and a privilege” to be part of RECCo’s growth and development.
Five years of turning policy into working arrangements, improving essential services, and building the capabilities the retail energy market needs next.
Happy fifth birthday, RECCo – and thank you to every colleague, stakeholder, and partner who has helped shape the journey so far.
Read our 2025–26 Annual Report for more on our performance, achievements, and priorities.
Get in touch
Were you involved in RECCo’s journey or one of the programmes featured here? We would welcome your reflections and standout moments. Contact us at communications@retailenergycode.co.uk.
