In his role as Head of Asset Management at Scottish and Southern Electricity Network, Brian Addison is responsible for overseeing the management and maintenance of the utility network’s assets. Ennio Neumann Senese, CEO of Ohros Consulting Group, spoke with Addison on trends shaping the future of asset management, and how the company is adopting data-driven strategies to enhance performance.
To start with, how is the energy transition shaping the utilities sector? What are the main challenges you’re facing?
The energy transition is undoubtedly one of the most significant transformations we’ve faced. At Scottish and Southern Electricity Network (SSEN), the challenge is twofold: scaling up our workforce and achieving ambitious targets like reaching 26 GW by 2035. Back in 2010, we had around 400 full-time employees (FTEs); by 2028, we’re scaling up to 3,000.
While this growth is necessary, it brings a dilution of knowledge that requires focused training and leadership to maintain our high standards.
Additionally, while we’re optimistic about overcoming these challenges, we need better science-based KPIs to monitor our progress effectively. A regulatory framework with regular assessments and external expertise could provide valuable course corrections. Another pressing issue is the competition for resources, which impacts everything from project timelines to talent acquisition.
You mentioned science-based KPIs and the importance of monitoring progress. How do you envision the role of the regulator in aligning targets with operational realities?
The regulator plays a critical role, but their objectives are often updated based on expert recommendations, which can shift priorities. To manage this effectively, we advocate for a framework that includes regular assessments and adaptability. Periodic evaluations of our processes and the progress we’ve made – paired with insights from external experts – would allow us to remain agile and aligned with broader goals.
Focusing on resilience – how does SSEN ensure its systems and operations remain robust?
Resilience is a cornerstone of our operations. Periodical risk assessments and stress testing are integral to identifying vulnerabilities. However, as we advance in the energy transition, we need to enhance our continuous monitoring processes. This means not just reacting to risks but proactively identifying and mitigate them through real-time data, predictive analytics, and a culture of accountability.
Digitalization and data management are transforming asset management. What steps is SSEN taking to ensure that data-driven decisions are both reliable and impactful?
Digitalization is essential in asset management, but it comes with its own challenges. We’re working on creating specialized teams to calibrate and qualify asset data. OFGEM has set expectations for a better cost/benefit analysis, which requires us to integrate CAPEX, OPEX, and reliable data into an end-to-end plan.
Data reliability is an important topic within SSEN. I’d rate our current data maturity between 2 and 3 on scale of 5, meaning we still need to take several steps. For this purpose, we are now merging the various records to get a single source of truth, but we are definitely not there yet. Ensuring we can trust our data is a key priority, as it directly affects our ability to make informed decisions and accurately model future scenarios.
One key project is the implementation of the Maximo system. However, the system is only as good as the data we input. At present, we’re not entirely confident in the quality of some data points, and this is an area we’re prioritizing. By improving data qualification processes, we aim to trust the output fully and make decisions with confidence.
Looking to the future, what do you see as the biggest opportunities for innovation in asset management at SSEN?
The biggest opportunities lie in the integration of AI and digital twins to enhance predictive maintenance and optimize asset lifecycles. These technologies can help us reduce costs and improve reliability simultaneously. Additionally, aligning our data strategies with carbon reduction goals presents an opportunity to lead the industry in sustainable practices.
Ultimately, innovation isn’t just about technology; it’s about creating a culture that embraces change and empowers teams to think creatively. By combining robust systems with skilled, motivated people, we can set new benchmarks for asset management in the utilities sector.
Finally, what advice would you offer to leaders navigating the complexities of the energy transition and digital transformation?
My advice is to stay grounded in the fundamentals: invest in your people, build resilience into your systems, and never compromise on data quality. These are the pillars that support long-term success. Leaders must also remain adaptable and open to collaboration – whether with regulators, external experts, or internal teams. The energy transition is a shared journey, and success depends on aligning vision with execution.