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digitalising the utilities sector

Customer engagement is vital during
this period of market volatility to help
clarify customers’ understanding of
bills, provide self-serve management of
accounts, and support households and
businesses that are struggling to meet
payments. This can also help to prevent
customer churn, especially as the price
of energy rises and customers think
about looking at tariffs elsewhere.

While it was previously difficult
for leaders to make a solid
business case for investment
in customer facing technology,
Covid-19 has been a catalyst
for greater change in this area

played a huge role in enabling utilities wearables that help monitor health and
Automation, artificial intelligence and to respond to this challenge. With the well-being of those out in the field are
digital tools can all contribute to higher UK emerging from a second lockdown, becoming essential and organisations
levels of customer engagement and it’s crucial for utilities companies should make this a key focus area if
effective customer service capabilities. to continue investing in this type they haven’t done so already.
Not only do these offer a seamless digital of technology to preserve business
experience, they can also help reduce continuity as much as possible. GREATER REGULATION
customer service costs. We’re already Industry-wide change will also affect
seeing large energy providers make bold WORKING IN THE NEW NORMAL the speed at which digitalisation takes
investments in modern digital platforms, For utility organisations, the shift place in the sector – notably greater
for example British Gas Lite, a move by to remote working certainly wasn’t intervention from regulators. Ofgem’s
Centrica to utilise a leading retail energy straightforward. As traditional laggards switching programme, for example,
platform in the UK, and E.ON, which in the adoption of new tech, working will soon see the amount of time taken
is restructuring its online platform by from home presented a backlog of to change suppliers reduce from 21
forming a strategic partnership with connectivity issues. Technologies days, changing business processes,
Octopus Energy’s tech arm. such as the cloud, as well as digital IT and consumer behaviour. Business
As market competition grows fiercer, collaboration tools, have proved critical. will need to ensure their digitalisation
and the transition to digital becomes strategy is firmly in place in order to
more embedded, companies must cope with this changing landscape.
continue to build on these digital With productivity increases New products and solutions will also
capabilities. Over the next two to and work-life balance benefits drive further digitalisation, providing
three years, we can expect to see more clear, organisations across greater insights for suppliers into
established energy suppliers making customer usage – for example the
bold digital moves to outpace each all sectors are fundamentally potential of smart meters.
other. This is not only about countering rethinking the workplace and
the growth of newer suppliers, but also how people work MOVING FORWARD
about protecting their share from large Digital transformation has been thrust
oil and gas companies, especially as upon utility organisations in a way no
electric vehicles become more popular. With productivity increases and one could have anticipated before this
work-life balance benefits clear, year. Sticking with legacy tech is simply
FACING DISRUPTION organisations across all sectors not an option for companies anymore,
The past months have seen industry- are fundamentally rethinking the the risk of losing millions and being
wide disruption on a previously workplace and how people work. completely overshadowed by more
unseen scale. In particular, utility Moving forward, it’s crucial that utility digitally savvy suppliers far too high.
organisations have faced disruption organisations continue to reassess how As the pandemic continues,
of their supply chain for asset their operating model impacts different companies must continue to assess
management and construction work. teams, from those working in power their current operations and adapt to
This, along with the suspension of stations, to those in offices or out in the the changing market situation. The
almost all asset maintenance work, led field. Doing so can help to balance both transition to digital is all encompassing
to a backlog of tasks when lockdown employee efficiency and experience. – affecting the way suppliers think,
eased. With the sector still dealing As we continue working remotely work and engage. However, the sector
with delays, the use of scenarios for the foreseeable future, it’s also will become far more resilient and
to re-plan and reprioritise asset crucial for utility companies to have innovative in the long run.
maintenance and construction work to the right support mechanisms in place
minimise longer-term disruption has for staff to ensure their safety and Infosys is a global leader in next-
never been more important. well-being. Staff engagement platforms generation digital services and consulting.
The use of data and analytics has that support well-being, or apps and For more information visit www.infosys.com

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