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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 plan is now available in entirety on the RIIO-ED2 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.

Our archived files can be consulted here.


The 2023 Digitalisation Action Plan reflects on the progress we have made on our digitalisation and data initiatives through the second half of 2023 and shares our plans for the next 6 months.

Our ambitious RIIO-ED2 program of work has continued with pace, and we have committed to deliver a number of projects and initiatives for our customers and stakeholders to ensure we contribute to delivering a modernised energy system for the transition to Net Zero. In our last update, we highlighted that we had planned to submit further SPT digitalisation investment proposals as part of the RIIO-T2 re-opener process. Since then, we have carried out analysis on the current and planned portfolio of digitalisation projects for our Transmission business and have made the decision to not progress with a re-opener submission at this time. Instead, we are focusing on the delivery of the key projects already underway in T2 and the creation of our business plan for T3. Part of our commitment to investing in digitalisation projects includes ensuring all our projects are developed Secure by Design, following our cyber initiatives, to design and deliver projects protected from the offset.

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.

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.

Our Data Strategy is broken down into 6 critical data capabilities which we will need to invest in to support the delivery of our digital and data projects. These 6 key capabilities follow the good data management principles of Ofgem's Data Best Practice Guidance which underpin our digital journey.

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.


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).



Progress in the last six months

Activities planned for the next six months

Measures of Success / Customer Benefit

Building Information Modelling


• The digital integration of asset design, construction, management and operation of any project.

• The integration to our portfolio and project management system for construction units, data integration for sustainability, 3D models of SPT assets, digital twin workflows, and supplying digital data to field workers.

• Installation of OneClick Lifecycle Assessment and carbon estimation of plant and civil elements.

• Integration of cost management tool.

• Completed 3D designing phase.

• Appointment of dedicated team.

• Commenced integration workshops.

• Prepare and conduct training plan.

• Procure devices for on-site teams.

• Finalise software to support scheduling.

• Prepare action plan for integration with SPEN systems.

• Explore options for capturing carbon estimation of electrical equipment.

• Improved quality across all aspects of the project planning lifecycle from design to delivery

• Reduction in time, effort and cost of changes throughout project life cycle resulting in cost efficiency for customers and reduced variation from original designs.

• Improve project implementation by seamless data sharing with design engineers co-ordinating and making changes within one environment, improving customer satisfaction

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, the upgraded software with enhanced functionality.

• LocatorHub: A core part of the SPEN GIS solution providing address and asset searching is being retired in December 2023, a replacement solution, is undergoing final testing for deployment by end of 2023.

• LiDAR data ingestion implemented ahead of schedule, and has been well received.

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

• Natural Capital and Biodiversity layer, with requirements captured and build started.

• Data migration, Data cleansing, Interface tools and add-in migration will be in progress; an iterative approach will be taken for these.

• SPT Building Information Modelling (BIM) related integration development.

• Rising and Lateral Mains (RLM) data load works commencement.

• 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 Enhancements

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

• Integration needs and requirements for field service solution defined.

• Salesforce Field Service discovery phase commenced.

• Select software for integration, data mapping, integration plan, risk assessment, resource allocation, data clean-up, testing , go-live, documenting and reporting.

• Commence the development of the Agile development programme and deliver the first agreed MVPs..

• Faster delivery of work to our field workers, with optimisation based on resource location and expertise.

• Customers can get better visibility of scheduled work and estimated duration.

SDIF & 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.

• Enhancements to our Smart Grid Operations solutions and integration with new data sources from LV sensors.

• Solution development and testing continuing throughout Q3/Q4.

•Phased implementations of use cases as prioritised from ongoing investigations.

•Ingestion of data from LV monitors.

• Commencement of SDIF infrastructure upgrade and refresh programme.

• 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.

IOT Gateway

• Build of an IOT (Internet of Things) platform to manage a wider array of sensor types to improve our knowledge of our networks and our assets.

• New solution deployed to manage and collect data from sensors across the LV network and cloud based AWS (Amazon Web Service) IOT Platform design completed during Q3 2023.

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

• Design for second application to consolidate data communication via one device at each substation.

• 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.

• 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.

SPT Asset Risk Management Tool

• New Tool to enable SPT to allow SPEN to identify potential condition based issues across our asset range and make any required interventions

• Development of core system functionality completed and the system has gone live.

• Staff training completed.

• Development of Reporting requirements.

• System optimisations following go live.

• Increased network reliability and reduced outages through proactive management of defects.

• Reduction in customers off supply due to faults and increased network resilience against extreme weather events.

Compliance Stores Equipment Register Automation

• 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.

• Discovery phase complete with all business requirements identified.

• Requirements prioritisation exercise complete and project split up into multiple phases of deliverable functionality.

• Build completed and ready to deploy.

• System and User Acceptance Testing completed.

• Finalise schedule for implementation/

• Training.

• Go-live.

• Post Implementation Support.

• 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.

Condition Based Assessment

• Alignment of two overhead line inspection and maintenance processes by creating a function to take asset and defect information provided by external contractors and load them into our corporate systems.

• Technical build complete, tested and implemented into business-as-usual operations.

• Training of new technical processes rolled out to relevant internal staff.

• Post Implementation Support.

• Project close down.

• Removal of duplicate visits to SPEN assets on customers land.

• Greater visibility within corporate systems of potential health & safety issues on the network which can be reacted to and rectified.

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.



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 Q1 2023 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.

• Increase in volume of NCPs installed.

• Established the process to improve the teams installation capabilities.

• Deployed new tool to identify optimal sites that will increase the network efficiency and resiliency.

• Standardisation of the rollout to increase the efficiencies in the process.

• Increase in the number of technologies used for the communications of the devices.

• Improve the asset monitoring to increase the device availability.

• Significant enhancements to network resiliency and fault resolution resulting in less unplanned power outages.

• Ability to view and manage peaks in load

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.

• Digital pilot began to show how Low Voltage data can be used to predict faults.

• Delivery of full solution, integrated with existing SPEN LV systems.

• 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 of integrating LV Monitoring data into current systems, with visualisation in LView and PowerBI reporting tool

• Initiated upgrade of unified analytics platform.

• Developed algorithms in analytics platform for additional analysis scenarios.

• Begin system replacement tender process.

• Complete integration for storing and visualising LV Monitor data.

• Complete migration for unified analytics environment.

• Develop further use cases within analytics platform

• 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 of LV network allowing more informed decisions when designing customer connection requests.

Engineering Net Zero Platform

• Development of a 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).

• Updating demand and generation forecasts.

• Updating key network parameters, including asset utilisation and topology.

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

• Updating ENZ with latest forecasts for customer demand and generation.

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

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

• 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.



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.

• Deployment of our platform in a development environment, and establishment of the business operating framework.

• On track to complete our initial “Proof of Concept” for our first “data use case” by year-end 2023.

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

• 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.

• Completion of the Migration of database along with conversion of scripts from PLSQL to TSQL.

• Front End Replacement of IBM Blue if underway with Python Programming.

• Synapse access and configuration. Ingestion pipeline, Curated pipeline, Report pipeline has been completed.

• Go Live and implementation of a fully developed solution.

• Realisation of initiative benefits.

• Completion of system testing and training.

• Increased security and data encryption for protection.

• 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.

• Target semantic data model Completed (3NF, Semantic, 40+ metrics).

• SPD Voltages and Alarms and Extremes Reports completed with 22 metrics.

• Go Live and implementation of a fully developed solution.

• Realisation of initiative benefits.

• Completion of system testing and training.

• 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.


• 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.

• Business requirements established.

• Developed platform logic and algorithm.

• Incremental testing solution as it is developed.

• Completion of development phase, testing and production deployment.

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

• As more data use cases are implemented on the platform, this will increase accessibility to data and potentially produce instances where this data can be accessible externally via our Open Data Platform.

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.



Progress in the last six months

Activities planned for the next six months

Measures of Success / Customer Benefit

Active Network Management Portal implementation

• A customer portal giving a view of our distributed control system that continually monitors the limits in a given area of the network and then allocates the maximum amount of capacity to customers in that area.

• System requirements fully defined and documented.

• Approval of funding to commence build of ANM Customer Portal.

• Commence design of a secure data platform to receive ANM Data and present the data to our customers in an event-driven fashion via a secure login within our Customer Portal.

• Customers able to Self-Serve ANM Data, creating data engagement with customer without requiring additional SPEN resources.

• Improved Governance, Increased data security and compliance with license obligations.

Flexibility Platforms

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

• Finalised 2 year partnership with Piclo, the leading independent marketplace for flexibility services.

• Commence development of the roadmap for platform integration to ensure interoperability with internal systems and external stakeholders.

• 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 Waste management Tool

• Implementation of a tool that allows SPEN to track all waste that is generated by our contractors, the type and quantity of each material, where it is generated and moved for processing and disposal.

• Researching the tools available for the efficient collection and reporting of waste, carbon and materials use has been completed.

• Technical evaluation of potential tools against SPEN requirements to determine preferred option.

• Trialling of solutions/ tools to collect and report data.

• Understand the fate of waste being produced to inform business decisions to increase reuse and recycling as per our Circular Economy 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.

• Updates to stage optioneering for Biodiversity Net Gain considerations.

• Continued digitalisation of network land data.

• Obtain digitalised SPEN land ownership file for running in tool.

• Commence sandbox sessions on AECOM Eco Uplift Tool, procurement, and build of Natural Capital Baseline of the Network.

• 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.

• Agreed a solution for the digitalisation of Carbon Product Calculator Tool and selected supplier.

• Complete the digitalisation of the Carbon Product Calculator Tool.

• Development of a digital carbon calculator tool for substation design.

• 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.



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

•  Five customer service processes migrated into the Salesforce CRM platform to achieve a consolidated one-view of customer information.

• Improvements made to the online Customer Journey Complaints Processes.

• Migration of customer processes relating to General Enquiries and Planned Outages into Salesforce CRM.

• 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.

• Development of a High Voltage (HV) Earthing Calculator.

• Produced in-house power analysis tool to assist local authorities with their decarbonisation planning.

• Successful trials of LView with field staff.

• Deployment of user led enhancements including support room staff messaging capabilities with field staff, enhanced tracing and search features, and voltage profile visuals.

• NAVI Power analysis capability development.

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

• Roll out LView to SPEN field staff.

• Mobile app deployment.

• Commence roll out LView to SPEN field staff.

• Data Visualisation and Low Voltage (LV) network alarm alerts from temperature and humidity monitors.

• 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.

• Build started, with end-to-end features developed, including user work screens and reporting dashboards.

• Develop reporting functionality.

• Develop designs for integration with mobile platform.

• Deployment and roll out of ESCOMS.

• Provide greater visibility and clarity to agreements and assets, with integration to our core systems.

• Avoidance of delays in connection projects.

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.

• Finalisation of all business requirements identifying functionality the system should have from key internal users.

• Finalised the requirements that can be achieved in the first deployable tool (Minimum Viable Product).

• Commence workshops to understand requirements and define solutions for integration with our corporate asset applications.

• Creation of development and testing environment.

• Delivery of Minimum Viable Product.

• 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

• A self-serve facility for customers seeking new or upgraded connections.

• Investigated technical solutions to automate the provision of LV and HV budget estimates.

• Delivered a Proof of Concept online Capacity and Cost estimator tool for trial.

• Refinement and launch of LV use case solutions.

• Gather feedback on the project impact to inform a roadmap of enhancements and new solutions to support the increasing demand for new quotations.

• 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.

• Utilised an Agile development environment to develop and deploy an improved web-journey experience on our website.

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

• Continual development of web journey improvements based on customer feedback.

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

Connections Fixed Price Quotes

• Provide a Fixed Price quote offer to customers for small connections work.

• Obtained the necessary approvals to initiate an Agile project team to apply the Fixed Price concept to an initial subset of connections jobs.

• Determined suitable customer question sets and engaged with a software development company who have built an initial prototype for evaluation purposes.

• Evaluate and review feedback on the developed prototype and determine the appropriate next steps.

• Up front clarity of costs for customers.

• Consistent connection cost provided to customers.

• Quicker turnaround of connections designs to facility quicker connection installation.

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.

• 45,000 documents collected from our depots and send to our 3rd party supplier to be scanned.

• 6,000 documents scanned

• 1,000 documents integrated to GIS and SAP systems

• Continued digitalisation of the first 250,000 records from the overall 450,000 target.

• Complete scanning and quality checks of the first 250,000 records.

• 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.

• Workshops across all teams involved in these processes to determine all issues with the current systems and ways of working.

• Identification of best possible solution and how to embed financial control process to remove manual steps.

• Development and implementation of first in series of identified improvements.

• 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 customers 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.



Activities planned for the next six months


CRM - Salesforce Training

• We have partnered with Salesforce and Accenture to develop and upskill our pool of Architects, Product Owners, Developers and Administrators. Through instructor led training sessions and SPEN specific learning pathways on their gamified learning platform Trailhead to ensure the workforce has the skills and knowledge required during this transition.

• Development of SPEN specific role-based learning pathways for our teams across the business.

Instructor led training sessions to ready the team for the transition.

A series of Brown Bag events to highlight and introduce key topics and functions related to new system.

• Role specific learning pathways to target the key skills and knowledge required.

• Increased engagement with Gamification of learning.

• Increase workforce engagement prior to transition.

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.

• A pilot has been developed to expand the functionalities, use and knowledge of LV room within SPD and SPM.

• One Superuser is to be trained per district to help implement the training plan, via instructor led training sessions in all district locations.

• Update of online learning repository to include guidance notes, troubleshooting, and FAQs.

• Increase user engagement and use of LView tool.

• Designated Superuser within each district to assist in the roll out to users.

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

PROSCI Practitioner Training

• To raise awareness of why change is being introduced and to make sure the context is understood in terms of people, processes and systems, a number of our workforce have completed Prosci Practitioner training.

• 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 gain 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.

• 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.

• 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.

Trailhead 10-Week Challenge

• A gamified online platform, Trailhead allows our team to skill up for the future by learning skills from Salesforce to crucial business and interpersonal skills. As the team complete modules and projects, they earn points and badges while climbing the Trailblazer ranks making learning fun along the way.

• This incentive was initially on a 10 week basis to introduce Trailhead as a Learning Platform. All employees continue to have access to the learning platform to promote new skills and self-development.

• Encourage professional growth.

• Role specific learning pathways to target the key skills and knowledge required.

• Gamification of learning.

Cyber Security Awareness

• Cyber security awareness training is crucial in safeguarding sensitive data and digital assets. By staying informed about best practices and emerging risks, we strengthen our organisations cyber defences.

• Cyber security remains a key focus with mandatory training to equip our team with the knowledge and skills to identify and mitigate potential cyber threats.

• Cyber security team to host webinars, expanding upon and emed a robust culture of cyber awareness related to potential threats and best practices.

• 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.

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.

• Refresh plan to update materials and training modules.

• Targeted role based training for all New Starts.

• Updated training for existing staff within SPEN.

• Continuous training and process updates through BAU.

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.

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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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