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Our Digitalisation Strategy

Digitalisation and the better use of data are at the heart of our plans to reach our Net Zero targets while improving the services we provide and ensuring a just transition.

overview-iconDigitalisation Strategy Summary

Our ED2 and T2 plans are now available in entirety on the RIIO-ED2 BUSINESS PLAN and RIIO-T2 BUSINESS PLAN pages of our website.

We've created this immersive website for you to explore the 6 pillars of our Digitalisation Strategy and associated projects. For the full version of our Digitalisation and Action plan, please click one of the documents below.

Distribution Digitalisation Strategy Update March 2023

Distribution Digitalisation Action Plan Update June 2024

Transmission Digitalisation Strategy Update March 2024

Transmission Digitalisation Action Plan Update June 2024

Our archived files can be consulted here.

 
 
 

This Digitalisation Action Plan update reflects on the progress we have made on our digitalisation and data initiatives for our Distribution businesses since our last update in December 2023 and shares our plans for the next six months as we progress the delivery of our RIIO-ED2 business plan.

We have made the decision to separate our digitalisation strategies and action plans for our distribution and transmission businesses to enable clearer identification of activities associated with the different needs and regulator drivers of these businesses.

Following ongoing engagement with our customers and stakeholders, all planned work is designed around meeting the needs of our communities, both now and in the future, and ensuring that all projects we undertake align to the strategy and benefits outlined in our RIIO-ED2 & T2 business plans. Please contact us with any comments or ideas and we will continue evolve our plans based on your feedback. You can contact us with your views on digitalisation and data at Digitalisation Strategy Project Information Request.

Our Evolving Digitalisation Strategy

Digitalisation and the better use of data will enable us to drive the modernisation and decarbonisation of our energy system. Digitalisation will improve the services provided to our customers and stakeholders while leaving no one behind, make our operations more efficient which will save customers money on their bills, and drive better engagement and opportunities for our people, all while working towards the UK's Net Zero target.

We have implemented our Network Asset Management System (NAMS) which provides the backbone for our asset management and field operations. We have also established our business "Centre of Excellence" and "IT Digital Hub" which will work as part of our Business Transformation team to implement our Digitalisation Strategy.

Following engagement with customers and stakeholders we developed 6 key pillars for the primary focus areas during the RIIO-ED2 regulatory cycle, helping us measure and deliver success.  These pillars cover strategic development opportunities and initiatives, considering enhancements to current SPEN platforms as well as new technology and opportunities.

Our Evolving Data Strategy

Improving the Mastery of Our Data is one of the 6 key pillars of our Digitalisation Strategy. Our Data Strategy establishes the framework to ensure we carefully collect, manage, share, and extract maximum value from our data. Our vision is to put data at the heart of our operation, creating a solid, insightful base for our decision-making, operations, and performance improvement as we deliver our RIIO-2 ambitions. Good quality, reliable data will enable us to respond to the challenges of Net Zero, facilitate the connection of high volumes of low carbon technologies, and integrate solutions across the wider energy system.

You can read all about our Data Strategy, explore our available data and information, and learn more about opportunities to engage with us on our Data and Information webpage. You can also access our Open Data Portal, which can be freely accessed by all customers and stakeholders, and is our centralised repository for data that make available to support customers and stakeholders needs. Our Data and Information.

Our IT Cyber Resilience Plan

ScottishPower and Iberdrola recognise that the security of its people, assets and data is vital to the continued success of these business functions, therefore investment in security is an ongoing priority. As part of our plans for RIIO-2 we have created an IT Cyber Resilience Plan which will help ensure the safety of the transmission and distribution networks. The confidential plan demonstrates how ongoing IT security measures aid in both preventing and minimising the impact of incidents on essential services.

Deliverability

Delivering a significant Digitalisation and Data transformation programme will impact our workforce, business and supply chain and we recognise the need to recruit new skills, train our current workforce, implement new ways of working, and generate external partnerships to meet the challenges ahead. We have developed plans to support our transition and have already established our business "Centre of Excellence" and "IT Digital Hub" which will work as part of our Business Transformation team. A critical part of our Digitalisation & Data Strategy is the adoption of agile ways of working and we have developed a team of agile delivery professionals within the Digital Hub to bring new agile delivery methods into our organisation.

Our strategic principles are as follows:

  1. We will use Just transition principles to develop and grow our workforce for the future
  2. Grow our own core talent through multiple channels to be the modern workforce we need for our delivery plans
  3. Inclusive recruitment from the communities we serve to build a diverse workforce
  4. Attract new entrants into our industry through a wider range of channels and collaborative working
  5. Safeguard the health and wellbeing of our people and support their needs as an inclusive employer

monitoring-iconOptimised Network and Asset Management

Why we are doing it:

Digital technology will significantly increase the productivity of our field operations and support better decision making when planning the work needed on our network. It will play a key role in enabling us to navigate this transition and deliver on our commitments to lower our carbon footprint while maintaining a safe and reliable network and reducing the cost of the energy transition to the customer.

 

How we will do it:

  • Use of connected construction technology to digitalise our delivery of capital projects.
  • Automation, fault location technology, and predictive analytics for outage detection.
  • Digitalise our inspection regime using aerial LiDAR and drone footage image processing technology.
  • Deployment of autonomous robots for inspection and operation in restricted sites.
  • Deployment of advanced field technology such as wearables (i.e. smart technology that can be worn like Google glasses).
 

Initiatives

Summary

Progress in the last six months

Activities planned for the next six months

Measures of Success / Customer Benefit

GIS Platform Upgrades

• Our Geographic Information System (GIS) is an integral system for our asset master data and is used throughout our asset management systems.

• Investment in the migration of our GIS platform from the current software (due to become obsolete from 2025) to ArcGIS Pro on the Utility Network data model, the upgraded software with enhanced functionality

• Data Model including Data migration, Data cleansing commenced, due for completion July 2024.

• 3rd party development partner mobilised to complete redevelopment of 29 interfaces, additional Web Applications and SP Tools. Agile approach adopted to run this activity in parallel to Data Modelling.

• GeoLocation Tool Strategy defined, integration with What3Words, giving location identification to within three meters is in progress, now moving to build mode.

• Data Modelling and cleansing.

• Complete interface and integration development and testing for connectivity to all relevant systems including SAP.

• Test Plan completion and execution.

• Prepare Change Plan.

• Migration to UN (Utility Network) data model in ArcGIS Pro will enable new capabilities for analysis and manipulation of information as well as for representation (3D and 4D).

• Improved functionality out of the box in new ArcGIS Pro environment allows for more configuration over customisation of tools – reducing future obsolescence and therefore expenditure.

• Increased accuracy of the real world location of our assets within our corporate systems improves our ability to effectively manage them.

Mobility & Scheduling

• Streamline processes related to field activities for planned and reactive work to improve Operational Efficiency, Customer Service and Safety and Environmental Performance.

• Salesforce Field Service discovery phase completed.

• Delivery phase of programme commenced in April 2024.

• All SPEN sites visited and initial overview provided to district staff.

• Significant progress made with Substation Inspections working towards roll out in Q3.

• Release of GS6, RATOV, LV Service Termination Survey and RAAC Survey to production for field trials.

• Integrations completed with SAP and SAP HR.

• Continued comms and district session focussed on users impacted by released forms and Substation Inspections.

• Deploy MVP of Substation Inspection business process in Salesforce.

• Roll out of additional data capture forms within the field and decommission of old processes.

• Mapping procurement process statement.

• Improved Health & Safety through better visibility of data and information in the field.

• Improved Customer Service through quicker reponse times.

• Improved operational efficiency through optimised scheduling and better visbility of resources and field work.

Smart Data integration Fabric (SDIF) and Field Online

• The SDIF platform manages large volumes of network monitoring and event data, facilitated by providing standardised interfaces between systems and automating complex sequences of actions to automate business processes.

Use cases continue to be implemented in phases, in line with our prioritisation activities.

• Ingestion of data from LV monitors continues to support the automation of our business processes.

• Technical build of SDIF infrastructure upgrade and refresh programme.

• Complete infrastructure and latest version upgrade of Redhat middleware for our SDIF Platform.

• Migration of our existing solutions to the upgraded SDIF platform, taking advantage of latest features and functionality from Redhat.

• Deployment of Circuit Break Timings solution and the ability to temporarily halt last gasp messages from smart meters during storm periods.

• Improved information on the location of a fault to accelerate restoration.

• Inclusion of monitoring data, analysis and orchestration of alarms.

• Enhanced analytics on LV network from data captured by third party LV sensor solutions.

Internet of Things (IOT) Gateway

• Build of an IOT (Internet of Things) platform to manage a wider array of sensor types to enhance our ability to manage the LV Network and assets.

• IOT platform commissioned and deployment of first application to collect data and manage LV Monitors.

• Proof of concept to collect substation environmental data such as temperature and humidity data.

• Approval and commencement of project to provide a full production solution for environmental monitoring of key substations.

• Sharing IOT device data with SPEN’s analytics platform to help drive further insights into LV Network performance and inform investment decisions.

• Instant awareness of faults on the networks leading to quicker response and resolution times, in some instances predicting a fault before it occurs.

SAP Enhancements

• Facilitate the realisation of effort/time efficiencies through reduction of manual transactions and human error within our core asset management platform using an automated solution implementation.

• Introduction of the Project Dashboards, which in turn provides a transparent and regular platform to track progress on current and future SAP enhancements.

• Continuous improvement programme of SAP enhancements of varying sizes and impact.

• Continuous improvement programme of SAP enhancements of varying sizes and impact.

• Quicker internal productivity across multiple internal process resulting in quicker processing of customer related tasks.

• Improved data accuracy – Reduction in system errors and issues.

Compliance Stores Equipment Register Digitalisation

• Digitalisation of the process for signing out and displaying the status of network test equipment, through a Salesforce application, including an automated alert system advising when maintenance checks are required on the equipment.

• Go Live and training completed at all depots in SPD and SPM.

• Service transitioned to operational service for future support and continued optimisation.

• Data loads completed for all users and equipment.

• Hypercare in SPM & Project Close.

• Ability to track any items through journey from in-stock, item ownership, and return.

• Health and Safety benefit from ability to track equipment at the click of a button, and Enhanced product recall process.

peak-loads-iconDeveloping Options to Manage Peak Loads

Why we are doing it:

The rise of distributed energy resources, and the electrification of transport and heat will result in a significant expansion of load on our low voltage network. We need to manage this load increase using a combination of traditional engineering and new digital solutions to reduce costs for customers and enable the low carbon transition.

 

How we will do it:

  • Deployment of advanced digital monitoring and control equipment on our low voltage network including 14,000 monitors at 50% of our substations.
  • Deployment of 10 constraint management zones in SPD and 12 in SPM enabled by data and digital solutions.
  • Innovative technology to enable new choices for our customers ‘beyond the meter’ to support the low carbon transition.
 

Initiatives

Summary

Progress in the last six months

Activities planned for the next six months

Measures of Success / Customer Benefit

LV Monitoring Rollout Programme

• Installation of over 14,000 LV Monitors across substations to manage and visualise real-time network operating data.

• Successful testing and configuring of LV Monitor devices and commenced rollout of LV Monitors.

• Proprietary solution created for LV monitoring and connection to SPEN systems.

• Continued rollout of devices in Q3/4 2024 on the new IOT solution.

• Visualisation developed and available within user front end tool LView..

• Instant awareness of faults on the networks leading to quicker response and resolution times, in some instances predicting a fault before it occurs.

• Ability to view and manage peaks in load.

NCP Rollout Programme

• The deployment of Network Controllable Point (NCP) devices that monitor the network at scale, in order to improve the network reliability and outages.

• New changes to the process successfully implemented, proven effective and is transitioning into BAU.

 • New technologies have been assessed and proof of concept reviews commenced.

• Roll out of workflow tool that will outline clear efficiencies and improve real time data updates.

• Significant enhancements to network resiliency and fault resolution resulting in less unplanned power outages and reduced Customer Interruptions and reduced Customer Minutes Lost.

• Ability to view and manage peaks in load.

Low Voltage (LV) – Smart Meter Automated Fault Prediction

• Development of Artificial Intelligence tools to identify patterns in Smart Meters fault data to identify cables that have a neutral fault risk.

• Pilot project commenced and completed during Q2 2024.

• Pilot results will help inform future Network Digitalisation investment in AI detection algorithms.

• Improved network resilience by intervening ahead of failure, resulting in reduction in customer interruptions.

Smart Metering Data and Analytics

• Delivery of a new cloud-based solution to manage network event and time series data for analytics activities.

• Visualisation of data to end users for analysis and decision making

• Development undertaken to integrate LV Monitoring data with key systems, with visualisation in LView and PowerBI reporting tool.

• Developed algorithms in analytics platform for network correction predictions.

• Conclude algorithms in analytics environment for Phase ID, Link Box state estimation, and fault detection, among others.

• Facilitation of better reinforcement planning and forecasting to prevent asset failures resulting in power outages.

• Optimised maintenance planning and historical data used to build predictive fault modelling.

• Improved visibility to LV network allowing more informed decisions when designing customer connection requests.

• Improved/ Quicker fault detection therefore faster resolution.

• Better customer experience.

Engineering Net Zero (ENZ) Platform

• Development of a near real-time analytical platform, enabling data-driven visibility, planning and operation of the network which relies on four integrated data sources (network monitoring, smart meters, enhanced forecasting and asset condition).

• DSO ENZ Steering Group Established.

• Key ENZ functionalities identified and development of proritisation in-progress based on business needs.

• Comparison of ENZ and NAVI functionalities to facilitate future integration of the two platforms.

• Model maintenance of Standalone ENZ model to facilitate flexibility tender requirements, and regulatory reporting on HV/LV utilisation.

• Develop high level design, and roadmap for initial integration of ENZ into wider corporate systems.

• Develop visulaisations of ENZ model outputs in NAVI to enable Secondary Network reinforcement plans to be diseminated with disitricts/License Programs.

• Planning the utilisation tracking modules to ensure common understanding of loading on each HV/LV transformer.

• Planning the inclusion of asset condition information in the ENZ.

• More informed network operations and optimised network investment planning to reduce target network reinforcement ahead of time and avoid capacity overloads.

• Improved customer connections processes.

• Flexibility tendering will be improved.

mastery-iconImproving the Mastery of Our Data

Why we are doing it:

We are at a critical stage in the industry with regard to Data Best Practice. We strongly recognise that in order to enable the transition to Net Zero, and to realise our ambitions as a Distribution System Operator (DSO), we need to place data, and information, at the core of what we do, and to share this data and information in an efficient and effective manner with our customers and our stakeholders.

We recently implemented our Open Data Portal, which can be freely accessed by all customers and stakeholders from our website. The Open Data Portal is our centralised repository for data that we will be sharing openly, allowing users to easily search our open data catalogue, along with providing detailed metadata and the ability to consume our data via an API.

 

How we will do it:

  • Implementing our Data Governance platform and establishing a SPEN data catalogue, which will support delivery of our Data Governance Framework.
  • Deploying fully integrated analytics capability through Azure and AWS platforms, and realising value add data use cases.
 

Initiatives

Summary

Progress in the last six months

Activities planned for the next six months

Measures of Success / Customer Benefit

Data Governance Platform

• Implementation of our Data Governance platform will enable us to monitor, control and report on our data assets. The solution includes establishment of a data catalogue, a detailed inventory of all our data assets which enhances data access to our business users.

• Completion of our initial Proof of Concept of our platform in a development environment.

• Established systems architecture for our Data Governance Platform.

• Completion of our full Minimum Viable Product in a production environment.

• Our data governance platform will continue to be deployed into SPEN on an incremental basis, aligned with prioritised data use cases that have been identified by our Data Governance forum.

• Development of suite of Data Governance policies that standardise how we govern data and set the standards for compliance.

• Establishment of data accountabilities in SPEN.

• Development of a SPEN data catalogue – providing a detailed inventory of all data assets and their associated metadata.

• Data quality metrics in place.

Prosper Replacement

• Power Systems performance reporting system used to produce information on customer interruptions and equipment failures, and to report on customer statistics for customer service and equipment reliability.

• Development of data pipelines and web client complete.

• User Acceptance Testing of the solution.

• Implementation of the new solution and rollout to internal teams.

• Increased security and data encryption for protection of data.

• Improved audit capabilities.

• Prosper and Transactional Data response time improvements, measured against expected time.

SMART Replacement

• Smart Meter Systems analyse all network data, including smart meter and substation monitoring data for a better understanding of network operations and conditions.

• Creation of testing process.

• Refined ingestion process.

• Analyse current reports and processes to inform migration.

• Design and implement data model.

• Migrate historical data.

• Finalise design and implement semantic models.

• Build and release Power Bi reports.

• User Acceptance Testing of the solution.

• Go Live.

• Increased security and data encryption for protection of data.

• Increased data encryption.

• Improved audit and reporting capabilities.

• Transactional Data response time improvements, measured against expected time.

ENSAPMIG

• This project is the first data use case to utilise Azure Synapse Data platform to migrate ENSAPMIG, an obsolete oracle database used for operational & regulatory reporting.

• Continuation of incremental development and testing of solution.

• Completion of testing and production deployment.

• Parallel runs of the two systems to compare data before commissioning of legacy database.

• Sucessful 9 month Regulatory Reporting Pack (RRP)

NEOP

• To provide outage data in a standard format to the new National Energy Outage Platform (NEOP).

• Proof of Concept successfully complete.

• Technical environment build commenced and on-track.

• PowerOn data being provided by CGI to a new Azure Cloud solution.

• Exernally facing API under development.

• Finalise industry testing.

• Go Live.

• Successful supply of outage data to the regulator in the agreed standard format and regularity

business-models-iconSupporting the Development of New Business Models and Markets

Why we are doing it:

Reaching Net Zero will require alternatives to traditional working practices such as network reinforcement. By adopting an open, collaborative approach across the energy ecosystem we will harness innovation to lower costs for customers, accelerate the low carbon transition and take steps on our journey towards becoming a DSO.

 

How we will do it:

  • Providing stakeholders with a platform to manage flexibility processes from procurement through to settlement.
  • Introducing an Active Network Management (ANM) platform, to monitor and allocate power capacity to customers in areas at risk of exceeding network capacity.
  • Enabling the open sharing of data and information through our newly developed Open Data portal.
  • Development and pilot of methodologies and tools for Biodiversity and Natural Capital assessment, including Carbon Accounting methodologies and tools.
  • Development of tools for the efficient collection and reporting of waste, carbon and materials from our Supply chain and contractors.
 

Initiatives

Summary

Progress in the last six months

Activities planned for the next six months

Measures of Success / Customer Benefit

Flexibility Platforms

• Creation of a single integrated flexibility Market Place platform that enables the procurement, dispatch, reconciliation and settlement of flexibility services.

• Creation of a high-level set of business requirements for a new fully integrated flexibility trading platform.

• Development of the first high level road map vision for the delivery of the requirements.

• Create a set of detailed requirements for the new flexibility trading platform.

• Develop and issue a competitive tender pack for companies to provide formal quotations for the delivery of the requirements.

• Simpler and quicker procurement process for our Flexibility Service Providers.

• Single platform registration for customers rather than multiple platform registrations as was the case previously.

Contractor Sustainability Resources Tool

This initiative will see a solution that captures and automates our ongoing waste generation throughout the supply chain to it’s disposal in-line with our recycling and reusable content strategy and the carbon emissions associated with our Operations.

• Project to implement an improved solution for capturing and tracking contractor waste, material and carbon data has kicked off in Q1 2024.

• Technical evaluation of potential tools against SPEN requirements.

• Selection of an appropriate tool to automate the collection of contractor sustainability data.

• We will deliver enhancements to SAP to capture carbon metrics against projects and associated materials and labour elements, and improvements on capturing environmental data in the field.

• Understand the fate of waste being produced and source of materials consumed to inform business decisions to increase reuse and recycling as per our Sustainable Business Strategy.

• Inform infrastructure design decisions to minimise greenhouse gas emissions during development.

Biodiversity & Natural Capital

• Development and pilot of methodologies and tools for delivering Biodiversity and Natural Capital assessment.

• Creation of a desk based baseline of Natural Capital across our network using GIS capabilities, in collaboration with stakeholders and other DNOs.

• Continued development of AECOM Natural Capital tool.

• Sandbox test of tool carried out with lessons learned identified for future deliveries.

• Updates to stage optioneering for Biodiversity Net Gain considerations.

• Continued work to find solution to digitisation of network land data.

• Reduce sites needing digitised for input to tool.

• Obtain digitised SPEN land ownership file for consumption within tool.

• Commence sandbox sessions on AECOM.

• Eco Uplift Tool, procurement, and build of Natural Capital Baseline progressed.

• Natural Capital tool and Optioneering tool successfully embedded in routing/ siting decision making processes.

• Minimisation of impacts on biodiversity from development of network.

• Enhancement of natural capital across the network where possible.

Carbon Accounting

• Development of a digital tool to replace manually edited spreadsheets used to gather lifecycle sustainability information from electrical equipment suppliers.

• Carbon Product Calculator Tool development launched in May 2024.

• Stakeholder engagement (internal and external) and change management process (internal) to ensure the tool is used.

• Digital Carbon Product Calculator Tool successfully embedded in tender contracts.

• Minimise the greenhouse gas (carbon) emissions from the development of infrastructure.

customer-service-iconUsing Digital Technologies to Deliver Enhanced Customer Service

Why we are doing it:

Digitalisation and the better use of data present a significant opportunity for us to drive the modernisation and decarbonisation of our energy system. We will use new technology to provide full visibility of our customers’ decarbonisation journeys, help us to make our own operations more efficient, which in turn will save our customers money on their bills.

Digital technology can significantly improve customer service by providing more choice for our customers and by accelerating the delivery of our services. Moreover, integrated digital solutions are required to enable us to respond to the anticipated increase in customer contact as we support their decarbonisation journey. It also helps us to serve our most vulnerable customers, ensuring they are not left behind by the energy transition.

 

How we will do it:

  • We will build a single view of our customers and our interactions with them across different services.
  • Open new digital channels and develop self-service options for key customer journeys to give our customers more choice.
  • Implement a customer data portal, customer data line and building on our strong governance of our vulnerable customer data (PSR).
  • Develop a suite of digital tools capable of supporting the anticipated significant increase in the volume of connection enquiries.
  • Supplement our workforce with virtual support agents, taking care to ensure that all of our new services and channels are tailored for our vulnerable customer base.
  • Our digital customer service will be fully integrated with non-digital solutions, ensuring that the digitally disengaged are not left behind.
  • We will use technology such as machine learning, artificial intelligence, virtual / augmented reality, robotic process automation, drones.
 

Initiatives

Summary

Progress in the last six months

Activities planned for the next six months

Measures of Success / Customer Benefit

CRM Platform implementation

• Consolidation of multiple customer service solutions that are currently made up of a suite of disparate systems into one single system to manage all customer interactions and provide a 360 degree view of the customer

•  Connections Go-Live successfully completed.

• Knowledge functionality in Salesforce has gone live and all but Connections knowledge articles have now been uploaded.

• On-going Application and Maintenance releases to continually enhance processes in the environment.

• Migration of customer processes relating to General Enquiries to Salesforce has completed, including a portal for restricted access for our partners delivering for our communities.

• Migration of survey functionality to Salesforce.

• Continue to optimise the platform and bring innovative or automated approaches to the functions that we’ve delivered to date.

• Decommission obsolete systems no longer required as processes will now be carried out in CRM.

• A single view of all customer interaction across SPEN provides insight and quicker resolution paths for live chats or telephony interactions.

• Increased volume of customer enquiries resolved first time.

• Reduced volume of enquiries that need more than one person to resolve.

NAVI & LView

• Creation of a connected network model from our geographical information system (GIS) data to allow flexible analytics to be performed without impacting the daily use or structure of the primary GIS system.

• NAVI power analysis capability development.

• Upgraded NAVI infrastructure for performance and exporting, and integration with other tools.

• Commenced roll out LView to SPEN field staff.

• Development of a Network Controable Point automation tool

• Pilot to integrate LView with AI algorithms designed to provide early warning of potential neutral fault scenarios.

• Data Visualisation and Low Voltage (LV) network alarm alerts, measurement data and waveform data.

• Data Visualisation from temperature and humidity monitors within substations.

• Faster network analysis for quicker customer responses on new connection quotes.

• More accurate and consistent data used for network data analysis.

• Significant enhancements to network visibility of our LV connectivity model.

• Faster fault finding and customer restorations, leading to reduced power outages.

ESCOMS Replacement

• Estates, Consents and Management System, which is used to manage and report on land rights and consents.

• Needs to be replaced as is approaching technical obsolescence.

• New system built in Salesforce and delivered to ~150 users in the Land and Planning department, along with ~300 users in the wider SPEN business who require access to raise and monitor jobs.

• Enable mobile functionality and roll out for use in the field.

• Delivery of enhanced integration with our GIS system.

• Improved ways of working, with significant levels of automation increasing efficiency and ability to prioritise jobs and manage teams and workflows with measured effectiveness.

• Centralised, secure and fully supported solution that allows for GDPR transparey, improved data management and enhanced reporting capabilities.

Graphical Design Tool

• System to improve and automate parts of the process for creating designs for network development and new connections.

• The system will have the ability to overlay a customer’s proposed development onto our network maps, visible to all stakeholders.

• Designed Graphical Design Tool (Phase 1 MVP) – which will reduce time taken to complete network drawings, in turn enhancing the overall customer journey.

• Deliver training and up-skilling to all required business areas, included ongoing support model. • Commencement of customisation to integrate key systems including SAP & ADQM.

• Creation of designs will be quicker allowing faster response to customer connection applications.

• Consistency of designs provided to customers regardless of geographical location or which SPEN designer.

Connections Self-Serve implementation

• Online tool that gives customers a view of available capacity on the distribution network and provides an estimated cost for their proposed connection.

• This initiative is currently on hold. It’s imperative we ensure that delivering such a complex on-line proposition meets our customers needs. Further investigation is underway and update to follow on our next Digitilisation Action Plan Update at the end of 2024.

• This initiative is currently on hold. It’s imperative we ensure that delivering such a complex on-line proposition meets our customers needs. Further investigation is underway and update to follow on our next Digitilisation Action Plan Update at the end of 2024.

• Customers can get cost estimate for a connections job online without the need to contact SPEN to understand if this fits within their budget before formally applying.

• Ability for customers to see what network capacity is available or where reinforcement would be required to connect to the network.

Connections Customer Online Journey Enhancements

• Enhance the user experience and web-journey effectiveness for customers progressing Connections.

• Reviewed and revised our Connections web-journey.

• Engaged with Customer Panel to gain an understanding of their experiences and perspectives.

• Engaged with a user-centric digital design partner, in conjunction with key stakeholders, to design and develop an improved web-journey and customer experience on our website.

• Interrogate web analytics to identify further areas where the user experience would benefit from being enhanced.

• Full deployment of redesigned journeys with integration into Customer portal.

• Host technical market discovery workshops to understand any further needs for self serve tooling.

• Improved customer application experience with simpler online application process.

• Tailored online experience depending on the customer type and type of connection being requested.

• Reduction of speculative applications being received by design team Improved BMS.

Connections Fixed Price Quotes

• Provide an instant Fixed Price quote for customers in applicable connections scenarios.

• Obtained the necessary approvals to initiate an Agile project team to build and implement a fixed price customer journey for APOS connections jobs and other eligible of connection job types.

• Designed customer journey and question set, and identified and delivering the build of web journey and back-end solution to determine eligibility and associated quote value.

• Implement the fixed price web journey for eligible customers, and continue to evaluate future opportunities within the connection permutations.

• Up front clarity of costs for eligible customers.

• Consistent connection cost provided to eligible customers.

• Quicker turnaround of connections designs to facility quicker connection installation. *Reduction in speculative applications allowing our teams to focus on value-add activity.

Land Rights Digitisation

• Scanning and digitalisation of records relating to SAP and Land GIS, to deliver a digital and integrated solution to manage their workflow.

• Collected 96% of SPM site documentation and scanned 126k documents of which we’ve digitised 121k (as of end May).

• Continued scanning and digitisation records to reach overall 450,000 target.

• All SPM documents will be fully digitised in SAP and Esri, and we will complete the digitisation of the majority of SPD documents.

• Quicker turnaround for Land Rights information requests.

• Creation of consolidated digital document database.

Variations & Refunds Improvements

• Improve the connections Variations and Refunds process that is used when a design varies from the original quote and costs.

• Snapshot Reporting now implemented.

• Functionality now with our 3rd party software development partner to build workflow and administration solutions.

• Continuation of workflow build by the software factory.

• Completion of user acceptance testing.

• Promotion of full functionality into production.

• Streamlined and simpler process on occasions where additional costs are required to complete a connections due to unforeseen circumstances.

• Quicker turnaround of refunds from when it is identified that a refund is required through to the money being paid into a customer’s bank account.

skills-iconInvesting in the Digital Skills of Our People

Why we are doing it:

Investing in our people will accelerate adoption of digital technology and enable our people to identify new, innovative ways of using digital technology. We will create highly skilled, future proof jobs in our local community. We will recognise the value that these skills bring to our organisation and provide exciting opportunities for our people to play their part in a modern digitalised energy system.

 

How we will do it:

  • Implement a cultural change programme so that our people recognise the value data and digital skills can unlock for our customers, stakeholders, and our own organisation.
  • Specialist training programmes by external and internal subject matter experts.
  • Expanding our graduate programme and recruitment policies to include digital skills.
  • Using gamification of training and knowledge-based AI assistants to enhance our learning and development programmes.
  • Creating highly skilled, digitally inclusive jobs in our local communities.
 

Initiatives

Summary

Activities planned for the next six months

Measures of Success / Customer Benefit

LView Tool Training

• The LV Training Tool LView provides a near real-time digital connectivity model of the network, and is used to train the workforce in its functionalities and potential uses.

• Training has been successfully rolled out to all LView users to expand the functionalities, use and knowledge of LV room within SPD and SPM.

• Superuser focus group established to continue knowledge, adoption and improvements of LView within each district.

• Online learning repository including guidance notes, troubleshooting, and FAQs.

• Increase user engagement and use of LView tool.

• Training to include specific modules, demos, practices, and quizzes.

• Increase understanding and management capabilities related to required changes in the business.

• Align training with our agile strategy.

PROSCI Practitioner Training

• We will integrate the expertise gained from our training to actively support and promote a culture that embraces change.

• This training aligns with our Agile strategy as we implement an Agile form of the Prosci ADKAR model to drive successful change at an individual level.

• Participants to embed the proficiencies gained through training to drive change while fostering a change ready culture.

• Implementation of monthly Change Practitioners Forum, allow for the share of knowledge, best practice and support the development of new practitioners.

• The business now has 60 trained Change Management Practitioners.

• Increase understanding and management capabilities related to required changes in the business.

• Align training with our agile strategy.

Knowledge Transfer Portal

• A new SPEN specific training platform to improve our training delivery. The Knowledge Transfer Portal has greater flexibility with more options for users depending on learning level or preference.

• Development of training material to sit within the portal. Training modules, process and procedural documentation will be aligned to business areas and defined roles.

• Content for each business area and role continues to be gathered and populated.

• Communication system where employees can ask questions and receive answers in a quick and agile way.

• A user-friendly and intuitive platform.

• Greater flexibility with more options to obtain feedback, evaluations, and reporting.

Agile Methodologies

• Adopting Agile methodologies plays a key role in steering our Digital Skills strategy, we have continued to invest in the enhancement of our workforce's proficiency in Agile principles and practices.

• Facilitate the seamless integration of agile methodologies within our team, through targeted training and resources.

• Expert led coaching and mentoring to aid in adoption of ways of working and to promote an agile mindset.

• Promote a collaborative environment to share knowledge, best practice and lessons learned between different teams.

• Increased knowledge and capability to deliver projects in an agile manner with the minimal viable product developed and released as early as possible followed by continuous, iterative improvements.

• Early realisation of project benefits for customers.

NAMS Training

• The Network Asset Management Systems (NAMS) are integral systems within SPEN and so is critical the workforce has the training, skills, and knowledge to use these systems effectively.

• Knowledge Management Master Plan assessment and creation of To-Be Model covering policies, process, governance, roles, and tools has been agreed. • Updating of material underway. • Launch of Learning Managment System with refreshed NAMS training materials for pilot user groups.

• Targeted role based training for all New Starts.

• Updated training for existing staff within SPEN.

• Continuous training and process updates through BAU.

Skills Matrix – Skills Mapping

• A Skills Matrix is a visual tool used to identify, assess and track the skills and competencies of the workforce. It involves listing all relevant skills and competencies required for each role within the team and then assessing each employee’s proficiency in those skills. This helps in identifying skill and knowledge gaps, curating training paths, priorities learning and provides clarity on the skills needed for each role.

• Identify the key skills required for each role in consultation with Team Managers.

• Establish the desired level of capability associated with those skills.

• Develop a comprehensive skills matrix to assist in identifying training gaps and training solutions.

• Targeted skills development initiatives to enhance employee development.

• Increase employee awareness of cyber security, and how to identify and mitigate potential threats.

• Improve business security.

• Increase knowledge on managing and reporting potential malicious attacks.

Mobility and Scheduling Training – Salesforce Service

• Comprehensive training in use of Salesforce Field Service to support the transition to the new platform. This allows the streamlining of processes related to field activities for planned and reactive work to improve operational efficiency, customer service and environmental performance

• Conduct a training needs analysis for each affected user group.

• Develop a robust training plan.

• Design Train the Trainer sessions to support training roll out.

• Deliver and distribute support documents and reference guides.

• Improved Health & Safety through better visibility of data and information in the field.

• Improved Customer Service through quicker response times.

• Improved operational efficiency through optimised scheduling and better visibility of resources and field work.

• Training delivery approach will introduce significant dynamic in-app guidance to reduce training materials/overhead.

Key Focus Areas

 
 

Impacted Personas

 
 
 

What are we doing, and when are we doing it?

 
 

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Your feedback, insight and views are at the heart of all our future plans. We'd welcome your feedback on the steps we're taking to update and deliver our Digitalisation Strategy and Action Plan (DSAP). Your insight will be used to inform the development of our future plans.

Give us feedback

We would be delighted to discuss our Digitalisation Strategy and Action Plan including any projects, initiatives, timescales, and more with you, and look forward to receiving your queries. If you have any questions regarding any of our current or future projects please complete our feedback form.

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