SSEN Transmission Digital Strategy & Action Plan December 2020 Review of our Digital Strategy ahead of RIIO-T2 & alignment of Investment Plans to the strategy
SSEN Transmission Digital Strategy & Action Plan
December 2020
Review of our Digital Strategy ahead of RIIO-T2 & alignment of Investment Plans to the strategy
Foreword
Our Digital Vision is to be a leading digitalised utility, where all of our customers, stakeholders and staff are able to access the data they need, when they need it. This will help us deliver operational efficiency, network resilience and data-driven investment decisions, supporting the development of our network, including renewable generation connections for our customers, as we build a network for net zero emissions.
Our Digital Strategy, published in November 2019, describes our ongoing journey to become a more fully digitalised business. Data-driven investment decisions will help us deliver operational efficiency, network resilience, timely connections and support development of our net zero emissions network. This update describes our digital plans in more detail, and sets out how our stakeholders and industry partners have informed both the strategy and its specific objectives.
We look forward to delivering this digital transformation, which will provide improved value for both stakeholders and consumers, meeting stakeholder needs and supporting the transition to net zero. We encourage feedback from all stakeholders including the questions here (p23), at [email protected]
SSEN Transmission’s updated digital vision and strategy is supported by an action plan to deliver SSEN Transmission’s RIIO-T2 Digital portfolio, which will deliver benefits for UK consumers and stakeholders.
2
"The fastest route to Net Zero is via data & digitalisation"
Rob McDonaldManaging Director of SSEN Transmission
Contents
Section Contents Page
Section 1:
Vision and Strategy
Executive Summary 6
Summary of our 2019 Strategy 7
Our vision to support delivery of a Network for Net Zero 8
Informing our Digital Strategy 9
Data is at the core of our Digital Strategy 10
Data capabilities are the foundation of our Digital Strategy 11
We are working with digital and data partners across the industry 12
Developing capabilities ahead of RIIO-T2 13
Our digital roadmap for RIIO-T2 (April 2021 - March 2026) 14
Section 2:
Digital Action Plan
Evolution of business capabilities as we deliver our Digital Strategy 17
Digital project portfolio structure for 1, 3 and 5 year time horizons 18
Delivery milestones through the RIIO-T2 period 19
SSEN Transmission’s Digital Strategy Action Plan 20
How we will manage delivery 21
Plans to deliver the 6 main digital programmes 22
Understanding Stakeholder’s views 23
3
Section 1: Vision and Strategy• Executive summary • Summary of our 2019 Strategy • Our vision for digital to support delivery of a Network for Net Zero• Informing our Digital Strategy• Data is at the core of our digital strategy • Data capabilities are the foundation of our Digital Strategy• We are working with digital and data partners across the industry• Developing capabilities ahead of RIIO-T2• Our digital roadmap for RIIO-T2 (April 2021 – March 2026)
Section 1: Vision and Strategy
Summary of our 2019 Strategy
An overview of our digital strategy: Our strategy is embedded in our
business plan, has data at its core and enables greater collaboration
Page 7
Our vision for digital has six key elements: Data, IT, Cyber Security, Operational Technology, Process
Improvement and People
Our Vision and Strategy
Page 8-9
Managing delivery
An overview of the actions and milestones from our RIIO-T2
investment plan
Page 14
The role of data
Data is key enabler of our RIIO-T2 plan and provides the foundations
for many of our investments
Page 10-13
5
Executive Summary
As the start of RIIO-T2 approaches, SSEN Transmission is mobilising to deliver a more fully digitalised and data-driven business, on the path to becoming a leading digital utility. Digital is a key enabler for our stakeholder-led strategy, and the drive to a Network for Net Zero. Our focus remains on efficiency, and therefore value for consumers and stakeholders, and on the reliability, resilience and sustainability of our network.
Stakeholder engagement is the central thread of SSEN Transmission's RIIO-T2 Business Plan, and this continues despite the challenges resulting from the Covid-19 pandemic. Complementary to traditional methods, virtual (or digital) stakeholder engagement (strategic and project specific) is now the norm and is well received by stakeholders. Stakeholder engagement and coordination across the UK network companies is active and effective. Benchmarking and collaboration with other sectors and geographies ensures we are alive to best practice digital opportunities.
Over the last year, we have concentrated on upgrading our core asset register, which is foundational for our plans to improve efficiency and reliability. Leveraging SSE Group capability, we have a clear plan to develop our data structures in line with common data standards, and to support Digital Twins. We have delivered several 'Proof of Concept' level data and analytics solutions, with strong business collaboration and satisfaction. These will drive our analytics strategy for RIIO-T2.
Building on our November 2019 Digital Strategy, this update includes our Digital Action Plan detailing the benefits, actions and delivery plan for the RIIO-T2 period. We are strengthening our digital delivery capability for RIIO-T2 – we have appointed a CIO for SSEN Transmission, and have created a dedicated business change function. Our Transmission User Interface (TUI) will provide access to data for all internal and external stakeholders in an ‘app’ environment.
SSEN Transmission’s updated digital vision and strategy is supported by an action plan to deliver SSEN Transmission’s RIIO-T2 Digital portfolio, which will deliver benefits for UK consumers and stakeholders.
Our 5 Clear Goals for RIIO-T2
6
Summary of our 2019 Strategy
Digital is a key enabler for both the Strategic Themes and the Five Clear Goals in SSEN Transmission’s RIIO-T2 Business Plan.
First and foremost, it is aligned with the philosophy and intent of a stakeholder-led strategy, based on the broad principle of making the Right Data, available to the Right People, at the Right Time, to enable the Right Decisions.
In November 2019 we published our Digital Strategy. The strategy and intent remains, and now includes further detail of our 5 year journey. We have shaped our plans based on our investments and learning over the last year.
7
SSEN Transmission has an ambitious vision for RIIO-T2 to make appropriate data accessible to all stakeholders in a timely manner, through a contemporary interface –the ‘Network on your phone’ application.
Integration of information and applications leads to increased efficiency of processes and ways of working. This is all managed within a Cyber Secure environment.
Our focus is on having a single, validated source of network data, as a central core, which is accessed by applications to enhance the value of the data. Use cases are delivered through processing, analytics, merging with IoT data, and alignment to stakeholder requirements. New and additional data is added to the data core through specific applications.
Our strategy is a key part of our business plan, has data at its core, and enables greater collaboration
Our vision to support delivery of a Network for Net ZeroSSEN Transmission will become a leading digital utility. Digital will play a key role in realising our 5 Clear Goals for RIIO-T2, and delivering sector leading safety and efficiency now, and in the future.
In SSEN Transmission Digital includes… …creating value for consumers….…in the next 5 years we will deliver….
We can routinely produce scenarios and options that drive our RIIO-T3 business plan from trusted data, and can collaborate with stakeholders to develop an optimised plan.
We optimise our investment across new assets, delivering all connections on time and providing reliability and sustainability solutions to support our Network for Net Zero.
Protect critical infrastructure by increasing the resilience to cyber risk and deliver cyber resilience plans, informed by experts, and benchmarked against relevant industries.
Work towards network reliability of 100%, share a ‘live’ view of our network with our stakeholders, and flexibly accommodate a more diverse energy system.
Demonstrate progression to becoming a leading digital utility when benchmarked against our global peers. We will attract, develop and retain a new generation of market leading talent.
Digitalisation could deliver significant efficiencies through the RIIO-T2 period, with further benefits in RIIO-T3. Support realisation of our 5 Clear Goals for RIIO-T2.
8
A single, trusted source for each data domain, providing insights which enhance consumer value and business performance and drive innovation in our products and services.
A dedicated, GIS-based asset register visible as the ‘network on your phone’, enabling efficient and relevant data sharing across our business and stakeholders.
Compliance with the Cyber Assessment Framework, enhanced cyber security for SSEN Transmission assets, and proactive tools to identify, assess, protect and respond against threats.
Improved OT capabilities that capture and share the live view of our network and operational data, enabling improved reliability and real time asset management and optimisation.
Efficiencies across our end-to-end processes. Our digital platforms and trusted data will provide a single framework for optimising investment and operational decisions.
An agile and more responsive organisation where change is identified and delivered faster, driven by stakeholders' needs. Staff opportunities and progression are linked to digital working.
Informing our Digital StrategyOur digital strategy has been shaped based on internal and external stakeholder feedback
9
Continued benchmarking and refinement of 2019 Digital Strategy
• SSEN Transmission actively participates in industry benchmarking to continually inform and validate our strategy and roadmap for example:• International Transmission Assets
Management Study (ITAMS)1; • International Transmission Operations and
Maintenance Study (ITOMS)2
• We have addressed Ofgem’s specific feedback on our digital strategy, and Ofgem’s general feedback on the digital strategies of all network owners.
• SSEN Transmission has engaged external consultants to inform and review our digital strategy and benchmark against industry best practice.
Stakeholder engagement on RIIO-T2 Business Plan and draft determination
• We are continually engaging with our stakeholders to understand their priorities and how these can be addressed through our business plan. Our response to Ofgem's draft determinations, which was based on stakeholder feedback, is very clear that the need for digitalisation of the network is an imperative, that the functionality requirements will help to deliver Net Zero, and that funding should not be reduced in this area3.
• As our digital capability increases, we will engage directly with relevant stakeholders to further understand their needs in more detail, and define use cases and specific requirements.
Industry input from Energy Networks Association (ENA) & System Operator
• Industry and Government engagement helps to align across sectors. We work with members of the Energy Data Taskforce (EDTF) and the Centre for Digital Built Britain (CDBB).
• We are active in the Energy Networks Association (ENA) Data Working Group, and in specific task groups. This also provides both general and focused stakeholder input.
• SSEN Transmission is continually engaged with the Electricity System Operator (ESO) in many areas, including the transition to Net Zero. The ESO has a wider consultation role, and is a valuable source of stakeholder input.
Working with other network owners and operators
• SSEN Transmission works actively with the other Transmission Owners and specifically with National Grid Electricity Transmission on the connection process with a view to adopting a common approach, which would give a single customer experience across the GB networks.
• We work collaboratively with SSEN Distribution (with whom we share a common network area), and with other network owners, on Whole System matters and how to develop and operate the network across Transmission and Distribution, utilising data and digitalisation to support efficiency and coordination.
1 International Transmission Operations and Maintenance Study, available at https://www.umsgroup.com/Europe/What-we-do/Learning-Consortia/ITOMS.html2 International Transmission Asset Management Study, available at https://www.umsgroup.com/Europe/What-we-do/Learning-Consortia/ITAMS/3 Draft Determination consultation response, available at https://www.ssen-transmission.co.uk/riio-t2-plan/draft-determination-consultation-response/
Notes
Data is at the core of our Digital StrategyLeading digital businesses understand and harness the value of data. We are developing our data capabilities as a foundation to deliver our Digital Strategy.
10
The role data will play to deliver the benefits
Data Governance will be performed across all data domains, improving data ownership, quality
and management. Each data domain will be a trusted and master source of data.
Provide tailored services to our field teams, contractors and stakeholders, giving them the right data they need at the right time to enable
them to make the right decisions.
Our data will be provided to stakeholders to drive innovation in line with Energy Data Task Force Recommendations. We will adopt a robust but
pragmatic approach to data triage.
Encourage Data and Analytics discoveries to identify value opportunities. Convert these to
production tools to enable immediate and long-term value within a coordinated roadmap.
Improving our capability to make data driven decisions by democratising data, enriching data and predictive analytics. Capability will include self-service and a Data and Analytics platform.
SSEN Transmission’s digital vision is based on having a single, validated source of network data, as a central core. This is accessed by applications to enhance the value of the data through processing, analytics and merging with IoT data. This is done to align with and exceed our stakeholders' needs. New and additional data, such as new inspection information, is added to the data core through trusted and secure applications.
Data capabilities we are developing
Provides an extendable
capability for data & analytics on best practice architecture, and
an integrated data catalogue
and CIM alignment.
Data modelling for Transmission
will be the foundation for
the asset register platform
Enable AI and Machine
Learning analytics and Augmented
Reality
Data capabilities we are maturing The roles and skills this requires What this means for culture
Trusted data enables internal
and external users to realise value in known
and new use cases.
Data sharing will support the
digitalisation of the energy
system and drive continuous
improvement in Transmission.
Use of the Common
Information Model will drive optimisation and alignment of our
trusted data sources.
New capabilities will be established, e.g. the Data and Analytics platform, inluding Artificial
Intelligence to automate analytics.
SSEN Transmission will transform into a data driven organisation with a data culture embedded
within the business.
New roles and skills to empower and uncover our analytics potential. This will leverage the full benefits of the Data and Analytics platform.
SSEN Transmission will build on our existing capabilities from within the SSE Group and within Transmission, with the focus on maintaining
trusted, mastered data.
Building capabilities to
establish, communicate and justify a
sustainable & collaborative
vision for data
Embed data management best practice
through accountability
ownership, policies and procedures
Consolidate data quality
management practices, and
build further data quality rule sets.
Creation of a library of shared information that
supports the usability and
visibility of data inside and
outside of SSE
Data Strategy Management
Data Governance Data Quality Management
Meta Data Management
Encompasses the design,
development and optimisation of
SSEN Transmission’s conceptual and
logical data systems
Data Architects
Apply data mining
techniques, perform
statistical analyses, and
build high quality predictive
models
Data Scientists
Accountable for creating data pipelines and ensuring data
quality is maintained at every stage.
Data EngineersData & Analytics
PlatformData Standards
Artificial Intelligence
Ways of WorkingDemocratised
DataTrusted Data
Data capabilities are the foundation of our Digital StrategyEvolution from Data Management to Artificial Intelligence, relies on Data Ownership and Data Literacy
Data Integration
Analytics
What have we done so far What will we do in Year 1 What will we do in Year 3 What will we do by Year 5
Key Enablers
Development of new data roles across the SSEN Transmission business
Implementation of a Data and Analytics platform and integration of core asset source systems
Alignment and support from SSE Group on data governance and management capabilities
Development of a shared library of asset information to support the usability and visibility of data
Data management best practice embedded throughout Transmission driving accountability and ownership
Reporting & Visualisation
Data Management
Artificial Intelligence
(AI)
Completed emerging technology discoveries to apply AI to asset condition assessment
Set up data & analytics ( DnA)discovery service on the DnA
discovery platform, and train data scientists and data engineers
Data quality within the asset register enhanced through DnA
discoveries
Performed a reporting and visualisation
discovery of alarm prioritisation & rationalisation
Discovery and KPIs of safety, health and environment
reporting
Collaborated with ENA to develop a
demonstration energy system map (asset data & heat
maps)
Established 19 data domain owners and
initiated data ownership and
support for open data sets
Initiated high level use case, data
management and architecture to
enable initial data source integration.
Established our Data Governance Board (DGB) andinitiated a data
maturity assessment
Identified our 5 core asset data source systems
Initiated data catalogue pioneer
project (for 2 asset classes)
Identified the additional 7 data
enrichment source systems
Perform AI data discoveries utilising the DnA platform discovery environment (asset condition assessment, BIM models, stakeholder
engagement and design collaboration in VR / AR)
Data quality review of the
environmental data aggregation source
files
Develop baseline architecture for
smart monitoring analytics
DnA discoveries to support Network
capability, utilisation and
capacity planning
Develop heat maps of current capacity for pre-connection
information
Establish data quality KPIs for data management in the MDM & data lake
Capacity heat maps enriched with GIS data for external
use in enabling the transition to net
zero
Develop solution design, data
management and architecture to enable source
system integration.
Mature data steward capability
using Axon and IBM DMEU tools
Complete data maturity
assessments, define RACI and data
governance
SSEN Transmission data integration
model developedand use cases
defined for platform
integration
Enriched data catalogue & Initiate the Common
Information Model (CIM)
Basic integration and information
exchange across the core asset register
systems
AI (machine learning) to
automatically assess and score condition data.
GIS and satellite data enriched by AI
capability to support
environmental management
Implement basic AR /VR training using
BIM
DnA to support sustainability
targets for environmental foot
printing
Smart monitoring enhanced with
asset management data & risk models
to predict failures & inform investments
DnA to optimise asset design and
minimise network risk using weather and climate data
Fully automated investment plans
generated and improved root
cause analysis & visualisations
Enhanced User Interface based on
MDM, analytics and first priority use
cases.
Enriched visual data models and
democratised data and removal of
‘data silos’.
Well integrated information
ecosystem, with data architecture for 7 additional
systems
Implement industry standards for legal,
regulatory and commercial
challenges of data governance
Proactive asset register data
management for the asset and work
management elements
Core data system integrated and data
enriched by external data
Matured the CIM and alignment
across industry and with MEDA & EDTF
Developed data driven APIs for
consumer services and enabled data
on demand
AI (machine learning) to
optimise networkdesign and
minimise network risk
Advanced VR /AR operations and
stakeholder engagement for
BIM and field health and safety
Scenario modelling capability
developed to create load driven plans
Producing a real-time risk index of
our assets
Advanced asset lifecycle reporting
with GIS data. Matured User
Interface delivering real time access
Stakeholder information
provisions full inline with Ofgem data
principles
Optimised data ecosystem and data
culture fully embedded into Transmission’s
operational culture
Shift to an innovative phase of data management. People process and
technology are working seamlessly
Matured data integration to
National Grid & Scottish Power
using ICCP standards
Trusted, single source of the truth
for stakeholders
Stakeholder engagement including ENA and wider industry and academic partners to inform and update the SSEN Transmission digital strategy
11
We are working with digital and data partners across the industryWe are working across the industry to drive open, standardised data sets (subject to appropriate access control)
Energy Data Taskforce(EDTF)
Modernising Energy Data Access (MEDA)
Centre for digital built Britain (CDBB)
Centre for the Protection of National Infrastructure (CPNI)
SSEN Transmission actively participates in the Modernising Energy Data Working Group; set up by the Energy Networks Association (ENA) members, to co-ordinate efforts and implement the recommendations of the ETDF. We are fully involved in the Digital System Mapping and Data Triage workstreams.
We actively participate in the development of the Modernising Energy Data Access solutions via engagement in the Your Online Data Access (YODA) and Open Energy programmes developed by competition winners Siemens and Icebreaker One.
We are engaged with the Centre for Digital Built Britain in developing our digital twin capability in line with the Gemini Principles to deliver public good and commercial benefits arising from a National Digital Twin.
We have engaged with CPNI to ensure that the security elements of Open Data and Digital Twin infrastructure provision are properly considered and implemented. This supports the need for appropriate access management to network data, driven by the use cases for different stakeholders.
Other Partnerships
We are engaged with several Transmission Owners and Operators and other industry partners on benchmarking.We are learning from others in the area of digitalisation tools, strategies, system integration, mass process automation, AI, BIM and customer interface development.
A selection of our partner organisations
12
Developing capabilities ahead of RIIO-T2SSEN Transmission’s Digital Vision is based on having a single, validated source of network data. Significant steps have been taken in the final year of RIIO-T1 to enhance this central core, and foundational systems
13
✓ Transmission specific asset register providing the ability to manage Plant, Overhead Lines, Cables and Civil assets throughout the asset lifecycle.
✓ New GIS system to complement asset register, and enable work management and stakeholder interface.
✓ PowerOn Upgrade and Transmission separation –providing a dedicated Transmission control system.
✓ Data and Analytics Proof of Concept to automate alarm and event categorisation, enabling control room staff to focus effort/time.
✓ Data Catalogue and Models developing which will support system integration and data sharing.
✓ Discovery platform provisioned and Data Scientists trained to ingest, enrich, analyse and present data.
✓ Proof of Concept approach to Analytics projects has yielded value and strong engagement.
Asset Register Control Room Data and Analytics
The roadmaps presented in our Digital Action Plan reflect the clear plans we have prepared, and the positive reception from Stakeholders and engagement with Ofgem in all areas:
1. SSEN Transmission’s Digital Strategy accepted by Ofgem to address all primary requirements. All elements have developed in the last year, notably data processes and systems, including strong business ownership of data domains.
2. Approval from Ofgem in its Final Determination of all needs cases in our IT investment plan. This is the primary programme of work to deliver enhanced capability and functionality, to implement our Digital Vision and Strategy
3. Positive engagement on our Cyber Resilience plans. The Cyber Resilience IT plan and the Cyber Resilience OT plan have matured and the latter will be submitted at the start of RIIO-T2. Ofgem has been actively been engaged on the RIIO-T2 plan and on the existing NIS-D Improvement Plans (which is delivered jointly with SSEN Distribution).
Our shift to remote working, accelerated by the COVID-19 pandemic has resulted in a rapid shift to new ways of working, and greater acceptance of relevant technologies across the business. We have established clear processes and responsibilities for Digital.
Our digital roadmap for RIIO-T2 (April 2021 - March 2026)
Key Reference from SSEN TransmissionRIIO-T2 IT Investment Plan
14
Year 1 Year 2 Year 3 Year 4 Year 5
Stakeholders and Customers
(5 Projects)
Asset Management(9 Projects)
Work Management(8 Projects)
Operational Technology(5 Projects)
Cyber Resilience IT (CRIT)
Cyber Resilience OT (CROT)
Data Enrichment and analytics
Smart Monitoring
Building Information Modelling (BIM)
BIM Support
Assets
Enabling technologies
Pre Connection Information
Customer contact management
Total Work Management
Inventory Management System
Environmental Management Solution
Environmental Data Aggregation Marine Survey Tooling
Footprinting
Workforce Mobility
Network Switching
Deployment of a new DR site
FEP Replacement Project
Corporate PI
Inter Control Centre Protocol (ICCP) to National Grid and Scottish Power
Alarm Prioritisation & Rationalisation
Connection Case Management
Stakeholder engagement
SSEN Transmission Universal Interface
MDM & Data foundationsMaster Data Management and data lake
Linear Subsea Assets
Asset Digital Nerve Centre
Network Model IMS & TWM Linear & Nerve T3 Focus
Investment Optimisation
CRIT
CROT
Section 2: Digital Action Plan• Evolution of business capabilities as we deliver our Digital Strategy• Digital project portfolio structure for 1, 3 and 5 year time horizons • Delivery milestones through the RIIO-T2 period• SSEN Transmission’s Digital Strategy Action Plan• How we will manage delivery• Plans to deliver the 6 main digital programmes• Understanding Stakeholder’s views
Section 2: Digital Action Plan
Evolution of the business
Our view on how the business will evolve throughout the RIIO-T2
period and the new and upgraded capabilities that will be required
Pages 17-18
Milestones and benefits over the 5 year RIIO-T2 period. The Horizon
map provides an overview of business benefits and capabilities
Delivery milestones
Page 19
Portfolio plan and detailed plans
Page 22
Roadmap on a page
The high level roadmap for RIIO-T2 shows activities and outputs, and
governance is explained
Pages 20-21
16
We outline the portfolio plan (associated detailed programme
plans are in place) for RIIO-T2 detailing tasks, milestones and
dependencies
Core business capabilities
Evolution of business capabilities as we deliver our Digital StrategyAll functional areas in Transmission will be enhanced though digitalisation. The next 5 years will see us integrate the asset register with other technical and commercial platforms, generating efficiency and value.
Power Flow Modelling
Demand Forecasting
Building Information Management (BIM)
Asset Risk and Condition
Investment Management
Geospatial Analysis
Design tools
Projects and Programmes
Contractor Management
LIDAR and Survey Analysis
Scale of change:
Upgraded capability
New for RIIO-T2
Group capability
Asset Management Work Management Operational Technology Stakeholders and Customers
Stakeholders and Employee Platforms
Transmission Universal Interface (TUI)
‘The Network on your phone’
Network Control
Network Switching
Data Historian
Real- time analytics
Disaster Recovery
OT SOC
Case Management
Connections Data Portal
Stakeholder Management
Stakeholder Insight
Data Sources
Asset Register
Geospatial
Network Models
Network Telemetry
Inventory
Project Delivery
We are establishing API based integration of our data sources,
built around data standards (including CIM)
Establish a single source of truth for stakeholders and connected parties, providing a smart connections path,
and wider stakeholder support.
We will establish a new Control Room with enhanced OT and Cyber capabilities, and extract value from
our sensor & telemetry investments.
We will expand our analytics and reporting capabilities to support our Operations and Maintenance plans,
and project delivery.
Our BIM platform will mature throughout T2 enabling efficiencies across our Capital and Maintenance
work programmes.
Collaboration
Reporting and Visualisation Agile and Dev Ops CoE
Master Data Management Integration
Group Analytics CoE Automation
IT Effectiveness
Digital and DataSSE has a well established Group Data Platform and Analytics Capability. We will mature our platform and focus on data quality and data management. Within our Transmission
business will develop new skills and career paths for data scientists, data engineers and reporting and data visualisation specialists.
The Transmission User Interface is an essential set of capabilities for
delivering our digital vision, providing a secure platform to
exchange data with our stakeholders
Cyber and SOC Cyber Resilience IT
Cyber Resilience OT
Cyber SecurityWe will continue to leverage our Group Cyber expertise and develop SSEN Transmission’s dedicated cyber capabilities to cover access control, endpoint protection, network
security and vulnerability management across both IT and OT
Access Control Management Vulnerability Management
Security Monitoring Response and recovery
End point protection
17
Enabling capabilities
Digital project portfolio structure for 1, 3 and 5 year time horizons
By the end of Year 1 By the end of Year 3 By the end of Year 5
SSEN Transmission’s five year plan is well understood from an outputs, resourcing and cost perspective. The governance structures and business sponsors are engaged and are supportive of the 5 year digital roadmap. The focus of delivery is the development of the data foundations through Master Data Management (MDM). From an OT perspective the focus is on the separation from Distribution including the separation of our Control System enabling the setup of a new DR site.
SSEN Transmission is moving to a new operating model to realise BIM benefits and is scaling up the data team. Compliance with CIM and data standards allow for data to be shared with our stakeholders in the form of tailored products and services. Aspects of TUI are being used daily across various aspects of the business. By the end of Year 3 there will be a focused effort to integrating the work management and inventory management solution to HR and Finance systems
Mature IT operating model. SSEN Transmission will be performing industry bench marking of ITAMS and ITOMS. The TUI is now mature and being used across the business for data driven decisions and analytics. SSEN Transmission is developing centres of excellence for BIM, process modelling and web development and there is a robust automated planning capability shifting into BaU planning and preparation for RIIO-T3.
• Adoption of the Common Information Model (CIM) enables one centralised trusted source of data that is easily exchanged with others
• 1st wave of the Transmission Universal Interface (TUI)• Basic data platform and data model foundation in-place• Continued Asset Management and GIS integration removing siloed data
recording for asset information• Delivery of enhanced Condition Based Risk Management (CBRM)
• Robust data foundations inform decision making and development of the IMS and TWM solution delivering efficiencies in our investments
• Integration of the IMS and Oracle e-Business Suite and downstream addition of financial and procurement system unlocks ability to automate plan delivery and deliver connections faster
• Evolution of Maximo Inventory Management and Total Work Management improves our maintenance unit costs
• High confidence in trusted data sets• Analytics and insights are derived from a single source of truth • Data harmonisation across multiple data sources • Improved transparency and clear communication with stakeholders• Enhanced experience across all customer touchpoints• Establish the “right data at the right time for the right people”
• Mature Data & Analytics capability within the Transmission• Establish BIM capability to support year 2 Capex projects • Improved user digital experience for stakeholders • Established Procurement capability in Digital • Gateway to SSEN Transmission’s data and systems• Self-service pre-connection information about the network. • Digital procurement capability
• Mature BIM modelling capability and 3D design • Smart monitoring capability• Matured digital experience the TUI and Stakeholder engagement • Integrated Total Work Management and Inventory Management to
finance and HR systems (e-Business Suite)• Alarm prioritisation and rationalisation capability• Maximo SaaS capability
• Web development capability established • Artificial Intelligence (AI) and Augmented Reality (AR) and 3D printing
services • Advanced analytics developed with integrated GIS locational data and
environmental factors such as weather • BIM level 2 capability established • TCC in Perth permanently manned by Transmission staff
Description
Business Benefits
Capability Developed
Enabling Technology
• Maximo Basic inventory• Data Quality data cleansing tools
setup• Transmission Universal Interface• Connections Heat Map• Connections Case Management
• Stakeholder engagement web• Building Information Management• Corporate PI Historian • FEP Replacement
• Maximo on premise move to Cloud • MDM online • BIM products/applications• Smart Monitoring• Investment Optimisation• Total Work Management
• TUI for field teams• ICCP to National Grid & Scottish
Power• New Control Room
• Enhanced TUI• Asset Digital Nerve Centre • Enabling technologies • Workforce Mobility Solution• Investment optimisation for RIIO-T3
18
Over the RIIO-T2 period SSEN Transmission will enhance our business capabilities alongside our enabling technology
Delivery milestones through the RIIO-T2 period We have developed a view of the value and timing of the benefits delivered by our investment in digital capabilities.
Year 1 Year 2 Year 4Year 3 Year 5
Wo
rk M
anag
emen
tSt
akeh
old
ers
and
Cu
sto
mer
s
Operational Technology
RIIO-T1
RIIO-T3
Asset Management
Deploy the foundational data elements for the MDM
Benchmarking against ISO 55000 & ISO 17020 standards
Adoption of CIM based data exchanges
Additions to Data Lake enable stakeholder reporting
Data Lake provides an accurate view of our network
Development of BIM systems
Development of 3D models
Enhanced BIM models for existing and new assets
Achieve BIM Level 2
Provide high level information about connections to stakeholders
Connected Heat Map for the Transmission Network
Enhanced Heat Map including location, connectivity, asset and OT data
Improved customer experience and a single unified customer. view
Matured TUI Release 2 to our field teams
Trial Release of TUI via touchscreens
Transmission Universal Interface Release 1
TUI enhanced by MDM and Data projects
GIS integration
Total Work Management linked to HR data for skills & locations
Total Work Management integrated with BIM
Inventory Management systems linked to Financials systems
TWM & IMS improve coordination and efficiency
Greater transparency about future work for stakeholders
Improved depot visibility of all critical and long lead assets and spares
IMS to improve management of stock and spares assets
Repurpose space at the inverness depot for the DR site
ICCP allows data exchanges with NG and SP
Improved event and alarm handling within PowerOn
Alarm prioritisation to improve filtering and reduce “white noise”
Separation of PI Historian for SSEN TransmissionBasic data lake in place
Investment Optimisation (CBRM)
Maximo migration to SaaS
Automation of Timesheets
Data Driven RIIO-T3 Plan
Y1 Benefits
Y2 Benefits
Y3 Benefits
Y4 Benefits
Y5 Benefits
Cumulative benefit
19
RIIO-T3 Benefits
SSEN Transmission’s Digital Strategy Action PlanThe action plan below summarises the key activities and outputs over the RIIO-T2 period
Mobilise for RIIO-T2
Complete a baseline data maturity assessment
Refine the Digital operating model and delivery model for the RIIO-T2 Portfolio
Recruit to our resource profile
Sponsors are engaged and governance fully implemented
Cyber Resilience OT Plan (CROT) submitted to Ofgem
Cyber Resilience Plan(CRIT) resubmitted
Projects mobilised and initial governance structures in place
Benefits owners identified and engaged
MDM high level architecture defined
Smart Monitoring trials complete
BIM strategy developed
PI split & PowerOn data cleanse complete
ICCP check with National Grid and Scottish Power
Decision made on Maximo Software as a Service strategy
Implementation of Work Management
Total Work Management and Inventory Management investments begin
Apply BIM to pilot projects for data modelling
Productionise the Smart Monitoring solution
Integrate Asset Management & Financial systems
Pre-Connection information project and website upgrade
Master Data Management deployed
Decision made for data enrichment source systems and data sequencing
Update Architecture and Logical Model for Data Enrichment project
ICCP project with National Grid and Scottish Power underway
Staff deployed to new DR site
CRM procurement for Customers and Connections
Disaster Recovery site established
Deployment of DR site is complete and our staff are trained.
Deployment of permanent FEPs
Development of ICCP Operational Data
OT Cyber resilience reopener submission
Initiate planning for the RIIO-T3 period and development of business cases
Data driven decision making
Data driven capital programme planningDevelopment of the BIM Centre of Excellence Incorporate customer case management into BaU activities
Augmented Reality, Virtual Reality and additional technologies
Data Enrichment and Analytics
Environmental data and weather data loaded into MDM and Data Lake
OT Cyber Resilience future planning
IT Cyber Resilience future planning
Planning and support for RIIO-T3
Alignment of Asset Management and Workforce Management
Marine survey tooling and foot printing underway
Asset Digital Nerve Centre initiated
Initiate delivery of BIM modelling into BaU for new and existing assets
Update for the Customer Case Management tool and integration into CRM
CRM development complete
Workforce mobility
Mature SSEN Transmission career paths
Development of CoE for web development & process alignment
Future Reporting & Analytics enabled
Submission of RIIO T3 business plan
Year 1 Year 2 Year 3 Year 4 Year 5BIM Modelling complete
Total Work Management and Inventory Management System integrations into e-Business suite and Financial systems
Inventory Management Solution and Total Work Management integration
High level Design and scoping phase for Customer and Connection CRM
Automated creation of RIIO-T3 plans using BIM and Asset data
Update to the high level architecture for the Customer Case Management
Year 1 Year 2 Year 3 Year 4 Year 5
RIIO-T1
RIIO-T3
20
How we will manage deliveryWe are tailoring our governance and delivery methods to best enable delivery of our digital strategy
Digital transformation is a Group level priority within SSE, and the management team of SSEN Transmission is fully committed to playing their part in our journey to a leading digital utility by 2023. Our internal Governance structures now register digital transformation as a key priority.
Within SSEN Transmission our Chief Information Officer is responsible for delivery of our Digital Strategy, supported by the SSEN Transmission Executive Committee. This broad senior sponsorship is driven through the alignment of our Digital Strategy to the commitments made within our Business Plan for the RIIO-T2 period.
We also understand the value of external benchmarks and the experience of others on similar journeys. We have engaged extensively with specialist consultants, including Gartner and Baringa, to benchmark our relative maturity. We are also measuring our progress against other network companies across the globe, the oil and gas sector, and other organisations to learn from their journeys.
SSEN Transmission has established a Data Governance Board, and defined Data Domains, with clear ownership, to ensure that our data sets are unique, structured and controlled, fulfilling our objective of a trusted single source of truth. We are using SSE Group capabilities for Data Catalogue and Data Model, which will facilitate data democratisation for both internal and external stakeholders. SSEN Transmission will adopt the following practices:• Implement a Common Information Model (CIM)• Align to the DAMA industry standard framework.• Adopt the principles of the Dublin Core ‘Core Elements’ metadata standard
(Dublin Core) ISO 15836-1:2017 in line with EDTF recommendations.
As we have developed our Digital capabilities we have established the Digital Sub-Committee, which reports to the Transmission Executive Committee. This Governance group provides investment and delivery oversight. In addition to Directors, this group has representatives from across our business functions, Digital and IT.
The Digital Sub-Committee is supported by a well established governance framework that enables the delivery of new capabilities into our business.
Our Governance Framework is based upon best practice and tailored to fit the culture and requirements of SSEN Transmission. It provides frameworks, processes, tools and templates to embed technology capabilities into our business.
As we increase our focus on digital investments we are exploring the role for delivery methods that enable the deliver of change in a more agile manner, to yield faster realisation of benefits. This will promote alignment, collaboration and delivery across business functions and teams, and empower SSEN Transmission staff to contribute directly to our digital transformation.
There are established technical governance groups in SSEN Transmission and SSE Group, which ensure we have the necessary technical expertise and accountability to deliver solutions to address the dynamic cyber threats to our critical assets. We have strategic partnerships with suppliers and will mature our links with group cyber teams e.g. Security Operations Centre, to improve our compliance with:• NCSC Cyber Assessment Framework (CAF)• NIST 800.53 Security and Privacy Controls for Federal Information Systems
and Organizations• NIST 800.82 Guide to Industrial Control Systems (ICS) Security
Governance of our Digital Strategy Governance of our Investments Governance of our data
Governance of Cyber Security
21
Plans to deliver the 6 main digital programmesThe RIIO-T2 IT Investment Portfolio will be managed as a 5 year programme of changeWithin the RIIO-T2 IT Investment Portfolio, there are 4 core investment programme areas with cross cutting workstreams including Data Management, Cyber Security, Ways of Working and People Excellence.
Also part of the Digital Action plan, the Cyber Resilience plans for IT and OT are complementary to the IT Investment Portfolio, and are aligned with SSE Group technical governance and risk management.
Each programme has its own dedicated plan, which will be reviewed regularly and governed by the Digital Sub-Committee and Transmission Executive Committee.
22
Understanding Stakeholders’ views
SSEN Transmission will use stakeholder feedback to continually inform, shape and improve our Digitalisation Strategy and Action Plan. We invite all stakeholders with an interest in this area to comment on the questions below. All responses should be sent to [email protected]
23
Question 1: (a) Do you agree with the updated content of our Digitalisation Strategy and Action Plan? (b) Do you think there are areas where we could improve?
Question 2: (a) How ambitious and bold do you think SSEN Transmission’s Digital Strategy is? (b) Do you think there are areas that we could be even more ambitious?
Question 3: To what extent do you feel that SSEN Transmission is making progress in meeting the current andfuture needs of our customers in a digital world? (Completely / Partially / Not at all)
Question 4: Does our digital strategy provide you with a better understanding of the opportunities and benefits enabled by digitalisation?