Utility Week

UTILITY WEEK | MARCH 2022 | 29 Data analytics prevents project teams from harnessing the bene ts of connected, intelligent assets. The group also identi ed constrained skills resources around data engineering and data science as a major blocker for the sector. According to one participant, acquiring the necessary skillset to undertake asset intelligence will be "one of the biggest chal- lenges that we will all face moving forward". They added that it is o• en necessary to recruit externally to bring the requisite data science skills into the business, and that upskilling existing sta• can be a time-con- suming process. There was collective acknowledgement in the group that a longer-term strategy to alleviate gaps in knowledge and skills will be required to facilitate an e• ective data-driven approach to asset management. Alleviating the risk of cyber attack While the digital transformation of asset management brings many bene ts, it also creates new risks, particularly around cyber threats to the network. One data expert from an energy network operator explained that their organisation has already made a signi cant investment in replacing control systems, cultural pro- grammes and improving network security. "A lot of the work we have been doing is looking at actually reducing the amount of cyber interaction with assets. For example, removing controls where they are no longer required and putting in diodes so that you are just transferring data and there is not a two-way network communication," the par- ticipant added. Another insisted that a fundamental culture shi• is needed so that more people within an organisation take personal respon- sibility for cyber security. "Everybody should feel that cyber security is part of their role, whatever their role is," they said. However, one energy director said that while cyber security is an important category of risk, it is crucial that organisations are not xated on this issue and blind to all of the other risks that can impact infrastructure assets. Various participants discussed the value of pulling data together into a centralised hub to facilitate better understanding of asset condition across projects. One water company executive explained that key to the implementation of a clear data strategy is ensuring that there is a col- laborative approach to asset management, which ensures that both engineering and data expertise is brought together cohesively. Nadine Buddoo, head of content Comment Greg Hanson VP EMEA and LATAM sales specialists, Informatica T o address the utility sector's most pressing priorities – decarbonisation, asset health and optimisation, customer experience, regulatory compliance – digital innovation is the common denominator. And data is the energy source that will power their progress and modernisation: from enabling digital services that make customers' lives easier and safer, to measuring the company's socio- environmental performance through meaningful, accurate ESG reporting. Utilities have traditionally de ned their asset estate in terms of pipelines, cables, drains and plant but it's time that data was also considered a strategic component of their infrastructure. It's no longer just a matter of democratising business users' access to data. It's about getting high quality, trusted, real-time data ‹ owing continuously through the organisation, and applying it in combination with AI and machine learning to optimise and automate operational business processes. Data can help utilities run in a way that's more predictive, proactive and preventative, and deliver valuable business outcomes. For each organisation, and the industry as a whole, becoming truly data-driven will demand a cultural shi• . What emerged from the group discussion was that it's not immediately obvious to individuals how their roles t into the bigger picture of an organisation-wide data strategy. Several participants told us anecdotally that they had come across instances of bad data, but these ad hoc experiences mask the extent of the problem. By the time the impact of bad data becomes visible, it's merely the tip of the iceberg and the issue is inevitably much more pervasive and pernicious. As data informs and automates an exponential number of business processes, reliance on ‹ awed data will only accelerate the pace of ‹ awed decisions and actions, with any transformation initiatives potentially doing more harm than good. There is a clear need for company-wide education and support to improve data literacy and embed the fundamental importance of data quality into the fabric of the business. Utilities should promote the visibility of their data strategy by making it a central tenet of internal and external communications such as their annual reporting, business vision and strategy. By measuring and publishing their progress towards becoming a data-determined business, utilities can demonstrate they are moving in the right direction and bring all stakeholders along on the journey. The cultural and operational pivot will demand investment in people as well as technology – from data stewards to drive change management on the ground, to chief data, digital and governance o' cers to lead by example and maintain alignment between the data strategy and key business priorities. in association with Action list Attendees were asked what change they would like to see in terms of their company's asset intelligence capability in the next six to 12 months. The responses included: • "Greater con- nection across di• erent parts of the business." • "Board owner- ship." • "Putting more e• ort into senior leadership buy-in." • "Better system of records/asset models." • "Improved visibility and conƒ - dence internally." • "Ensure IT/ OT is aligned with outcomes for customers and col- leagues." Utilities' future will be data determined Utilities' future

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