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 Transmission.stakeholder.engagement@sse.com

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.

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"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

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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

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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

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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.

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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.

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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

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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.

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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

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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

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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

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✓ 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

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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

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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

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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

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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

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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

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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

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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.

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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 Transmission.stakeholder.engagement@sse.com

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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?