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Underground cabling has become a true alternative in construction of electricity distribution networks, even in rural areas. The increasing amount of underground installations requires strategic work that helps to define the most profitable cabling targets. The purpose of this paper is to introduce a methodology to consider the underground cabling process.

The paper proposes a cabling concept that covers the issues on how cabling should be carried out. The analysis is based on techno‐economic and reliability analyses. The methodology consists of several steps that together constitute the concept.

The underground cabling concept comprises several steps that can be simplified into questions: where, what, when and how the network cabling process is carried out. The analysis of these questions and the related features of the network show that different approaches to the renovation can cause significant differences in profitability between the renovation strategies.

The underground cabling concept provides a method to analyse the cabling process, and it contains several alternatives for applying the concept. Thus, the applicability of a certain method depends on the network and the objectives of the distribution system operator.

Renovation planning of the network has become common in distribution companies. Traditionally, ageing of the network has been the driver for the renovation. However, in the future, the scope of renovation planning should also include other renovation drivers, such as reliability.

The methodology proposed in the paper can be applied in the renovation and development process of distribution networks. The results are universal in the electricity distribution.

The purpose of this paper is to examine the key outage‐cost‐influencing applications (fault location and network restoration, fault reporting, field crew management, and reconfiguration) of the distribution management system (DMS) and analyzes the benefits provided by them. The objective of the study is an evaluation of their influence on outage costs deriving from the adoption of automatic equipment in managing distribution systems.

Cost and benefit calculations in this paper are made for a typical North European rural medium‐voltage network. The benefits are calculated in terms of outage costs for each of the above‐presented applications and compared with the investment cost, including the annual cost of maintenance, of the DMS. The empirical results and validation of the theoretical calculations are performed by an electric utility, where the DMS benefit evaluation is taking place.

By capitalizing the applications of the DMS, it is possible to acquire considerable benefits in outage costs. It is shown that the greatest cost‐based benefits are obtained from the fault location and field crew management applications. The case study further shows that the DMS can reduce the operation costs of utilities.

The calculations are based on network expert assumptions about System Average Interruption Duration (SAIDI), carried out for a specific overhead‐line network operating in a specific European rural medium‐voltage environment. Sharing of utilities' de facto SAIDI results as a basis for calculations would decrease the need for subjective expert assumptions in the future analyses.

Application of the proposed framework for decision making and lessons learned can support electric utilities when planning for unbundling and strategic target‐setting in the unbundled business model.

There are few reports available on similar actual DMS‐application‐based cost benefits due to the nature of private utility information that is preferably not disclosed.

Based on literature and an empirical case, the purpose of this paper is to present a framework for decision‐making in utilities where unbundling considerations are taking place. The paper analyses the implications of splitting long‐term network planning activity from the organization responsible for short‐term network operation activities.

The proposed framework includes an analysis of impacts of external forces, set‐up of common targets and performance models, and alignment of responsibilities in the new organization. The empirical results and validation of the proposed framework is performed by an electric utility, where legal unbundling of activities has taken place; the study includes expert interviews and theoretical analysis.

Colliding interests in the new business model can be avoided if economic and technical targets are mainly set by the regulator for both network development and operation activities.

The results are based on internal re‐organization; a complementary study on re‐organizing network business activities to an external service provider could give information about the generalizability of the findings.

Application of the proposed framework for decision‐making and lessons learned can support electric utilities when planning for unbundling and strategic target‐setting in the unbundled business model.

The study presents experiences of re‐organized network business activities in a pioneering market area with a long experience of outsourcing. The detailed analysis of internal re‐organization within one electric utility can facilitate further restructuring phases.

The purpose of this paper is to establish a methodological framework to address key issues in electricity distribution network development. The paper defines subtasks in the strategy process and presents key elements in the strategy work and long‐term network planning. The results are illustrated by a case network.

The paper describes the methodology for cost and reliability analyses in the strategy work. The focus is on techno‐economic feasibility of certain network development technologies in the network strategy and the surveys are linked to economic regulation, specifically to reliability of supply and allowed return. The study addresses the stages of strategic decision making and compilation of investment strategies.

The strategic planning concept and methods are applicable in practice; the results have proven valuable in the long‐term business development and in discussions with the company owners. Outage costs are an essential element in the economic regulation of the business, reliability being a key driver in network planning.

There is no universal solution to strategic decision making, but each development task is highly case specific. This is due to diverging operating environments and targets set by the company owners; these issues strongly influence the strategy process.

The work illustrates strategic planning in an actual distribution company and shows how the methodology can be applied to the strategic network development. Nevertheless, the results cannot be generalised as such, but each network has to be considered individually.

The proposed concept can be applied to the long‐term development of distribution networks. The results are internationally applicable, yet diverging regulatory models call for specific methodology in each country.