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The Digital Utility Plant:
Unlocking value from the digitization of production
By the Digital Transformation Institute
2
Digital utility plants power big improvements
in production costs and environmental impact
Utilities around the world are leveraging digital
technologies to enhance efficiency and optimize
production. For example, E.ON, one of the world’s
largest owners of renewable power projects,
upgraded its wind fleet with digital solutions1
. The
solution leveraged the Industrial Internet of Things
(IIoT) and advanced analytics to increase annual
energy production by 4% in the first year from the
company’s 283 turbines. This was equivalent to
adding 10 turbines to their fleet at the time.
These are impressive returns, but we wanted to
understand the wider picture of the value and
benefits of digital plants. We surveyed 200 senior
executives in utility companies around the world
with annual revenues of more than $1 billion. The
research methodology at the end of the paper has
additional details.
The research shows that digital plants will drive
significant gains across the utility production
value chain. For example, cutting production
costs by a quarter in an average power plant and
lowering CO2
emissions by 625 million metric
tons, equivalent to 4.7% of expected global CO2
emission from electricity production. Below, we
examine the potential benefits and improvement
gains across production processes, production
costs, and emissions.
Digital utility plants lead
to holistic improvement in
the production process
Utility players expect digital plants to make
production processes more efficient and
reliable by massively improving crucial
areas of production in the next five years.
27% 27% 26% 25% 25%
22%
OEE* Productivity SG&A** Material,
Logistics &
Transportation
Cost
Material,
Logistics &
Transportation
Cost
Direct Labor
Cost
Direct
Labor
Cost
CAPEX***,
Inventory &
Cash
CAPEX***,
Inventory &
Cash
Target Improvement in Next Five Years
21%
14%
10% 10% 10% 10%
Productivity OEE* SG&A**
Improvements since 1990
0.4%
0.5%
0.4%
0.4%
0.4%
0.8%
4.0%
4.5%
4.6%
4.7%
4.9%
5.0%
CAPEX***, Inventory
& Cash
Direct Labor Cost
Material, Logistics &
Transportation Cost
SG&A**
OEE*
Productivity
Comparison of Annual Improvement
– Next Five Years Vs. Since 1990
Next 5 years Since 1990
*Overall equipment effectiveness; **Sales, general and administrative expenses; ***Capital expenditure
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017;
percentages indicate expected improvements in each category
Figure 1: Utility players expect digital plants to deliver a step change in performance gains
27%
the expected
productivity
improvement
in next 5 years,
compared
to 21%
improvement in
past 25 years
3
Figure 2: Utility players are implementing a wide range of applications
This represents a step change in performance
improvement. For example, since 1990,
organizations have delivered a 21% improvement
in productivity. But organizations are now targeting
a 27% improvement in productivity in just the next
five years (see Figure 1).
These improvements in operations will be driven by
a wide array of digital applications, with more than
half (58%) using process automation and close to
half (45%) using operational analytics (see Figure 2).
While process automation encompasses features
such as automated material handling and smart
track and trace, operational analytics turns data at
the level of automation control systems into insightful
information that is visible to authorized people in
the organization.
Popular Applications of Digital Utility Plants
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate share of organizations
implementing a particular application
12%
23%
24%
27%
29%
30%
40%
41%
45%
58%
Digital Industrial Asset Lifecycle Management
Additive Manufacturing
Virtual Simulation
Remote Appliances and Control of Asset
Demand-response for Energy Efficiency (Smart Energy Consumption)
Human 2.0 (collaborative Robots, Smart Glasses, Exoskeleton, etc.)
Predictive & Preventive Maintenance
Supply Adequecy with Demand (Smart Forecasting)
Operation Analytics
Process Automation (Automated Material Handling, Track & Trace, etc.)
4
Operation Analytics
Process Automation (Automated Material Handling, Track & Trace, etc.)
Extended Enterprise
Process Automation
Source: Capgemini digital utility framework
Operate and Maintain
(Planning, Operations & Supervision, Maintenance,
Incidents Management,
Operational Excellence)ProductionProcessControl
Human2.0(HumanAugmentation)
AdditiveManufacturing
Utilities Production
Value Chain
Production
Asset Type
Centralized
Production
Asset
Design and Build
(Design, Construction,
Commissioning,
Decommissioning)
1. Planning, Purchasing
and Procurement
2. Operations &
Equipment
Performance
3.
Mainte-
nance
4. Digital
Enablement
of Workers
5.
Energy
Consum.
optim.
Decentralized
Production*
Asset
BusinessInformationManagement
Purchasing,Procurement
&SupplyChain
MixOptimization
SupplyAdequacywithDemand
RemoteAppliancesandControlofAssets
Maintenance(Curative,Preventive,
Condition-based,Predictive)
DigitalFieldServices
forItinerant
Workers
DigitalFieldServices
forNon-itinerant
Workers
Demand-responsefor
EnergyEfficiency
AssetInvestmentPlanning
Digital Industrial Asset Lifecycle Management
Transverse
What is a digital utility plant?
Digital utility plants leverage a large number of
digital applications across the utility production
value chain. A digital application is a combination of
multiple technologies addressing a specific business
requirement. For example, predictive maintenance,
which is a combination of technologies such as IIoT,
Big data, and artificial intelligence, is a popular digital
application to improve productivity and reliability by
minimizing unplanned downtime.
Capgemini Digital Utility Plant Framework
5
Figure 3. Digital combined-cycle power plant in US will bring down the cost of producing energy by 27%
Digital power plants drive
down production costs
The senior executives we surveyed expect digital
power plants to achieve drastic improvements in
all cost categories in the next five years from both
hardware and software innovations. Advanced,
digitally connected turbines and boilers—aided
by advanced analytics—will drive efficiency by
fine-tuning operational parameters. For instance,
by optimizing combustion of fuel according to fuel
quality, weather, and the cleaning requirement
of boilers, organizations can realize fuel savings.
Moreover, analyzing patterns in real-time machine
data helps identify early signs of problems, allowing
time for maintenance, improving machine availability,
and extending asset life.
To understand the financial benefits of digital utility
plants, we took the case of a hypothetical 400 mega-
watt combined-cycle (gas-fired) power plant in the
US, with a capacity factor2
of 56%. Our analysis,
building on the results of the primary research,
shows that such a plant could expect to significantly
reduce its major costs (see Figure 3):
•	 Fuel costs by 28%
•	 Maintenance costs by 20%
•	 Operations costs (by 19.5%).
$33.42
$2.81
$2.25 (improved by 20%)
$2.56
$2.06 (improved by 19.5%)
Current Production Cost Improved Production Cost in 5 years
Fuel Cost Maintenance Cost Operational Cost
$24.06
(improved by 28%)
Improvement of $10.5
per megawatt-hour
(27%)
Source: US Energy Information Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute analysis.
Note: The production cost of thermal or nuclear power plants can be segregated into three major categories: fuel cost, operational cost,
and maintenance cost. This chart explains the current composition of these cost categories to produce one mega-watt of power in a
power plant in the US as well as the improved cost composition of digital utility plants.
Total cost
=$38.79 per
megawatt-hour
Total cost
= $28.37 per
megawatt-hour
$20Mn
the production
cost that can be
saved annually
in an average
combined-cycle
power plant in US
6
Figure 4. An average* 400 MW, combined-cycle power plant in the US can save $20 million annually using a
digital plant in five years
65.6
5
5.5 76.1 18.4
1.1 0.9 55.7
Fuel Cost
Source: U.S. Energy Information Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute, digital utilities survey,
February-March 2017; Capgemini Digital Transformation Institute analysis
*An average US plant had a heat-rate of 10465 BTU per kilo-watt-hour on average from 2011 to 2015 and capacity factor of 52.7%
Impact of Digital Plant on a 400 mega-Watt US Based Combined Cycle Power Plant's Annual
Production Cost in 5 Years (in US$ million)
+ Operations Cost + Maintenance Cost = Current
Production
Cost
- Fuel Cost
Improvement
in 5 Years
- Operations Cost
Improvement
in 5 Years
- Maintenance
Cost
Improvement
in 5 Years
= Improved
Cost in
5 Years
Taken together, these savings would reduce annual
production costs from $76.1 million to $55.7 million
(see Figure 4). In other words, this represents an
annual savings of $20.5 million or a reduction of 27%
in production costs.
7
Examples of cost reduction in action include:
•	 In January 2016, Stadtwerke AG, a German
utility company, achieved 61.5% efficiency in their
combined-cycle power plant in Dusseldorf with
the help of advanced digitally controlled turbines3
.
Compared to an average combined-cycle power
plant that has approximately 45% efficiency, our
analysis shows that this plant would be able to
save approximately 27% in fuel costs.
•	 Duke Energy, the largest electric power holding
company in the US, deployed an asset health
monitoring and alerting system involving over
30,000 Industrial Internet-of-Things (IIoT)
sensors4
. It allowed the company to move
from a semi-annual, manual, and paper-based
asset inspection and reporting system to a fully
automated, real-time system. In the three years of
its operation, advanced analytics on the sensor
data has helped the company avoid over $31
million in maintenance costs alone.
•	 Siemens’ wind turbine monitoring system,
deployed for wind turbines spread across the
western edge of the Great Plains in the US,
can solve 85% of all alarms within 10 minutes
leveraging its remote diagnostic center’s data
analytics5
. A study by the International Renewable
Energy Agency (IRNEA) predicts that by 2025
such ease of maintenance and enhancement of
turbine reliability will help cut offshore wind farms’
operations and maintenance costs by 44%6
. Also,
considering the fact that wind and solar farms are
often newly built, their digital transformation is
easier because of compatible equipment.
By 2025, digital power plants
can effectively eliminate annual
CO2
emissions equivalent to
133 million passenger vehicles
Carbon dioxide is one of the biggest threats
to environmental sustainability, and the power
generation industry is the biggest emitter of CO2
.
In 2015, power and heat generation accounted for
42% of global CO2
emissions7
. Hence, governments
and regulators have set aggressive targets to
reduce emissions caused by this sector, especially
by increasing the share of power generation
from renewable energy sources. For instance,
the European Commission’s climate and energy
framework sets a binding target for European
Union (EU) Member States to make the share of
renewables at least 27% of the EU’s consumption
in order to reduce green house gas emissions by
40% of 1990’s levels8
.
While switching to renewables is certainly an
effective way to meet CO2
emission reduction
targets, our research shows that digitization of fossil-
fuel plants can also provide an important means to
considerably reduce CO2
emissions. On average,
each digital power plant can save approximately
25% of fossil fuel (up to 28% in the US) in the next
five years. Also, 19% of power plants are expected
to be equipped with digital technologies in the next
five years.
To calculate the impact of digital plants on reducing
CO2
emissions, we combined our survey insights
with fuel efficiency and emission rate data available
from the US Energy Information Administration (EIS).
Our analysis shows that, by 2025, digital power
plants can help remove 625 million metric tons of
CO2
emissions, which is 4.7% of expected global
CO2
emissions related to electricity production. It is
equivalent to having 28.6 billion more trees on earth
or eliminating the CO2
emission effect of 133 million
passenger vehicles (see Figure 5).
An Indian utility recently upgraded one of its power
generation facilities with state-of-the-art turbines
and the latest digital technologies9
. It is expected
to boost the output of the plant by 10 MW and the
heat-rate by 14%. This implies that CO2
emissions
from the plant will decrease by nearly 14%.
Another technology— Carbon capture and storage
(CCS)— is on the horizon, promising to curb carbon
emissions from utility plants by as much as 90%10
.
The technology makes it possible to capture, in a
plant, the CO2
produced from fossil fuel combustion
and transport and store it. There are 15 large-scale
plants globally that have deployed CCS as of 201611
.
4.7%
the share of
global annual
CO2
emissions
that digital
power plants can
eliminate by 2025
8
This number is expected to reach 21 by end of
2017. The large investment required and limited
incentives due to negative impact on plants’ efficiency
have so far constrained wider adoption. However,
the international movement to limit the buildup of
greenhouse gases might serve as a boost.
Figure 5. By 2025, digital plants will save 625 million metric tons of CO2
emission globally
Source: Energy Information and Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute,
digital utilities survey, February-March 2017; Capgemini Digital Transformation Institute analysis
*1 mature tree consumes, on average, 48 pounds or 21.78 kilograms of CO2 per year; **1 passenger vehicle emits, on average,
4.7 metric ton CO2 in a year: source United States Environmental Protection Agency Website, accessed June 2017.
Note:
To understand the impact of digital plants on global CO2 emissions related to power generation, we have applied our insights from survey data
on the following data set provided by the US Energy Information and Administration (EIA).
1. The predicted share of electricity to be produced worldwide by fossil fuel
2. Average heat rate for each type of fuel (measurement of fuel that needs to be burnt to produce a unit of energy): natural gas—
7.9 million BTU/MWh; coal—10.5 million BTU/MWh; petroleum—10.7 million BTU/MWh.
3. Emission rate for each type of fossil fuel: natural gas—53.05 kg/million BTU (0.42 metric tons/MWh); coal—
95.35 kg/million BTU (1.00 metric ton/MWh); petroleum—73.16 kg/million BTU ( 0.78 metric tons/MWh
Equivalent of having
28.6 billion* more trees
on earth
Equivalent of eliminating CO2
emissions from 133 million**
passenger vehicles
++
625 million metric tons CO2
emissions,
4.7% of global emission from power
generation, can be saved annually by
digital plants
4982 trillion
BTU coal
saved by
digital plants
475 million metric ton (76%)
CO2 emissions saved from
coal-fired plants
124 million metric ton (20%)
CO2
emissions saved from
gas-fired plants
26 million metric ton
CO2 (4%) emissions
saved from oil
fired plants
352 trillion
BTU oil
saved by
digital plants
2333 trillion
BTU gas
saved by
digital plants
CO2
CO2
CO2
Or
9
Utilities are putting considerable energy into
digital plant strategy
We found that 42% of survey respondents have a
digital plant in operation with 43% saying a plant is
in progress. The remaining 15% plan would have
a digital plant initiative in next three to five years
(see Figure 6).
Emerging economies are catching
up with western early-adopters
France, Germany and the United States are among
the early adopters, with 50% or more saying that they
already have a digital plant (see Figure 7). One reason
for this high rate of adoption is aggressive targets to
move to cleaner energy over the next 5 to 10 years:
•	 France’s electricity generation is heavily dependent
on its aging nuclear plants12
, and the government
wants to bring down the share of nuclear power
to 50% by 2025 and increase the share of power
from other renewable energy sources by 40%13
.
Moreover, EDF’s nuclear plants refurbishment
program, Grand Carenage, is driving digitization
initiatives in its nuclear plants.
•	 Germany has an audacious plan to phase out
nuclear power by 2022 and meet 50% of its energy
demand from other renewable sources14
.
•	 The United States’ Clean Power Plan
emphasizes cost-effective ways of bringing down
CO2
emissions15
.
Figure 6. Nearly every utility is pursuing a digital plant strategy
Source: Energy Information and Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute, digital
utilities survey, February-March 2017; Capgemini Digital Transformation Institute analysis
Yes - we have an ongoing (operational) digital plant initiative
Yes - it is currently being formulated/work in progress (not in operation yet)
No - but we plan to have a digital plant initiative in the next 3 - 5 years
42%
43%
15%
Global Penetration Level of Digital Utility Plants
42%
the percentage
of utility
companies that
have operational
digital plants
A large majority of utilities either
have digital plants or are working
on them
10
All these policies and targets call for greater
operational efficiency in both fossil fuel and
renewable power generation, and it seems utilities
are seeing digital plants as an effective means to
meet these objectives.
Our study shows that China and India plan to
catch up with the early adopters soon as they
gear up to address increasing domestic electricity
demand, while limiting carbon emission. EIA
predicts China and India’s electricity generation
to grow approximately by factors of 2 and 2.7
respectively from 2012’s level by 204016
. However,
both the countries have committed to bring down
their carbon emissions significantly by 203017
. In
this crucial juncture, we found that digital plants will
soon play an important role in these two countries’
power generation, as more than 75% of respondents
from both the countries said that they would have
digital plants within 3 years. Additionally, the fact that
almost 75% of all the digital plant efforts in China
and India will involve at least one green-field project
indicates that a large share of power plants will be
digital since their inception.
Figure 7. Europe and the US lead digital plant adoption as India and China plan to catch up
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate the share of organizations in each category
US
China
France GermanyUK
Italy
50%
21%
68% 50%33%
56%
39%
22%
32%
India
10%76%79%
33%30%
Sweden
25%50%
We have an ongoing ( operational ) digital plant initiative
We have a digital plant initiative being formulated or work in progress
Below 25% 25 - 35% 35 - 45% 45 - 55% Above 55%
Below 25% 25 - 35% 35 - 45% 45 - 55% Above 55%
75%
the share of
utility companies
from China and
India who will
have digital
plants within
3 years
11
Figure 8. Organizations plan to rapidly scale up digital plants in the next five years
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate the share of organizations in each category
21%
38%
38%
One-third or more of total plants going to be digital
One-third or more of total production will be done in digital plants
Going to have global network of digital plants
Organizations' Future Plans for Digital Utility Plants
Our research shows that the utilities sector is already
on a par with the global average in terms of investing
in digital plants. We found that 20% of them have
invested more than US$ 500 million over the last
five years, while more than half of them (56%) have
invested more than US$ 100 million in the same
time period (see Figure 9).
Figure 9. Utility sector is on a par with the global average in terms of investing in digital plants
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate the share of organizations in each category
30%
15%
19%
17%
20%
28%
16%
18% 18%
20%
Less than $50M Between $50 - $100M Between $100 - $250M Between $250 - $500M More than $500M
Energy, Utilities (Water, Electricity) Global Average
56% of utility players have invested more than US $100 million,
on a par with global average across industries
Our research shows that more than a third of utilities
globally have a plan to drastically scale up their
digital plant efforts (see Figure 8). Almost 40%
Utilities are planning to
significantly power up digital plant
investment in the next five years.
respondents said that digital plants would handle
one-third or more of their global production in the
next five years.
12
Our analysis also reveals that the utility sector’s
investment in digital plants is catching up with those
sectors perceived as pioneers, such as aerospace
and defense (see Figure 10). On average, utility firms
have invested US $330 million over the five years.
Figure 10. Utility sector’s investment is catching up with that of other pioneer sectors
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017
Revenues considered for Utilities are global revenues with no distinction for generation, transmission or distribution businesses.
Industrial
Manufacturing
Aerospace and Defense
Automotive and
Transportation
Consumer
Goods
Percentage of 2015's revenue invested over the last five years
Wehaveanoperationaldigitalplantinitiative
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%
Life Sciences,
Biotech, Pharma
Energy &
Utilities
A deeper analysis shows that utilities in France, Italy,
and Germany have been investing in digital plants
aggressively over the last five years (see Figure 11),
as has China. China has recently started making
headway in digital manufacturing with the launch
of its “Made in China 2025” initiative in 2015— an
ambitious plan to upgrade China’s manufacturing
and reduce its reliance on foreign components18
. In
2015, China also formally submitted its commitment
to the UN climate talks to reduce its CO2
emissions
by increasing the share of non-fossil fuels in its
energy mix19
.
Although these policy initiatives seem to have
spurred the industry to invest in digital plants,
recent reports from China indicate that progress
so far is slower than expected. Earlier this year,
the Vice Premier of the People’s Republic of China
said that: “the country still had a long way to
go to reach international advanced levels” and
he “urged more efforts to make the country’s
manufacturing industry smarter and more
competitive.”20
Also, we found that 75% of organizations in China
have at least one greenfield digital plant project,
which helps explain the high level of investment.
However, as greenfield plants require time to move
from concept to operational reality, it will be some
time before we see an increase in the share of
operational digital plants.
$330Mn
the average
investment on
digital plants
made by utility
companies over
the last five years
13
Figure 11: France, Germany, Italy, and China are the most aggressive investors
Figure 12: Smaller players are not far behind in investing in digital plants
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017
China
France
Germany
India
Italy
Sweden
United Kingdom
USA
Global Average
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%
Percentage of 2015's revenue invested over the last five years
Wehaveanoperationaldigitalplantinitiative
Larger utilities are more likely to have an operational
plant than smaller utilities. However, smaller utilities
are not far behind in terms of the investment they
are making as a percentage of revenue. Much of
the considerable investment from smaller utilities is
an investment for the future. Many of these smaller
companies (nearly 50%) have plans for digital plants
rather than plants in operation.
Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017
Global Average
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%
Percentage of 2015's revenue invested over the last five years
Wehaveanoperationaldigitalplantinitiative
$2 –5 billion
$5 –10 billion
$1 –2 billion
$10 –20 billion
More than $50 billion
$20 –50 billion
14
Lack of digital maturity leaves benefits
underpowered
Only a small fraction of utilities’
operations are digitally mature.
The enthusiasm for digital plants from utility sector
players is significant and encouraging. However, their
ability to reap the benefits of their ambition raises
a significant concern. Only a small minority (8%)
of utilities’ operations is digitally mature—what we
call “digital masters”—which calls into question their
ability to drive value from digital plant initiatives 21
.
Drawing on a framework developed in the Leading
Digital report, by MIT’s George Westerman
and Capgemini Consulting’s Didier Bonnet, we
assess utilities’ operational digital maturity in
two dimensions 22
.
•	 Digital capability: measures the impact of
internal operations initiatives
•	 Leadership capability: measures how those
initiatives are executed and managed.
The analysis shows that only about 8% of utilities
have attained digital mastery—a state of high
maturity on both the dimensions of digital maturity.
The largest grouping of utilities (73%) we would class
as digital beginners (see Figure 13).
Figure 13. Very few utilities are digital masters of operations*
Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Framework from Leading Digital,
George Westerman, Didier Bonnet, Andrew McAfee, Harvard Business Review Press, 14 Oct. 2014.
* We analyzed digital maturity of only production related operations. Other operations such as transmission, distribution, retailing and
customer interaction were not considered in this survey.
Digital Maturity Matrix of Utilities Operations
Leadership Capability
Low High
High
Fashionistas
1%
Beginners
73%
Digital Masters
8%
Conservatives
19%
DigitalCapability
8%
the share of
utility companies
whose operations
are digitally
mature
15
Figure 14. Digital masters drive more value
Why should utility players strive
to become digital masters?
Why does this lack of digital maturity matter? The
answer is very simple— becoming a digital master
maximizes the chance of progress with digital plant
initiatives and helps realize significantly higher gains
in operational performance (see Figure 14).
Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Percentages represent share of respondents
Digital Masters are Much More Likely to be Making Good Progress in their Digital Plant Initiatives
67%
30%
13%
29%
20%
41%
Digital Masters Beginners
Struggling
Early Stage
Good Progress
Digital Masters Consistently Achieve Better Outcomes in Crucial Cost Items
30%
25%
20% 19%19%
Dimensions of Digital Maturity of Utilities Operations
Digital capability — We measured how much of the production processes are digitized and what technologies are leveraged
in the transformation. We scored each organization on the basis of digitizing ten key areas of production and leveraging eight
relevant digital technologies.
Leadership capability — We assess key areas of governance, approach, skills, and clarity in vision.
Categories of Utilities based on Digital Maturity of Operations
Digital masters: Firms that have scored well in both the dimensions, which implies that not only have they made significant
advances in digitizing their production and leveraging digital technologies, they also have the appropriate vision, skills, governance,
and approach for digital transformation.
Fashionistas: This group is on a par with digital masters in terms of digital intensity, which means they leverage advanced
technologies and digitize key production processes. However, they lack appropriate governance, approach, skills, and vision
which hinders them from realizing the full potential of digital transformation.
Conservatives: Conservatives are as good as digital masters in terms of management intensity which means they have the
right vision, skills, approach, and governance for their transformation, but they have undertaken small transformations, and lag
behind significantly in terms of leveraging technologies and digitizing production.
Beginners: This group needs significant improvement in both digital intensity and transformation management intensity as it
lags behind digital masters on both fronts.
16
Figure 15. Superior cost item performance provides 33% higher savings for digital masters
Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Percentages represent share of respondents
67%
30%
29%
Digital Masters Beginners
Early Stage
Good Progress
Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Percentages represent realized improvement
in corresponding KPIs
Digital Masters Consistently Achieve Better Outcomes in Crucial Cost Items
30%
25%
20% 19%
15%
19%
16% 16%
Capex SG&A Direct Labor Cost
Digital Masters
Beginners
Raw Material,
Logistics &
Tranportation
These operational gains can translate into financial
gains. To measure this, we considered two
hypothetical, average combined-cycle (gas-fired)
power plants, located in the US and with the same
operational parameters and annual production
cost of $76.1 million. If we apply the operational
performance of the beginners group to one, and
digital masters group to the other, we find that:
•	 The beginner plant would be able to save
approximately $13.4 million
•	 The digital master plant would be able to save
$17.9 million, which is approximately 33% better
than the beginner (see Figure 15).
Source: U.S. Energy Information Administration (EIA) Database, accessed in June 2017, Capgemini Digital Transformation Institute, digital utilities survey,
February-March 2017; Capgemini Digital Transformation Institute analysis
Beginners Digital Masters
1.33x
Improved Cost
$58.2 m
Improved Cost
$53.7m
Cost Reduction
$13.4 m
Cost Reduction
$17.9m
Savings are comparatively lower than depicted in
Figure 4 because savings shown in this figure are
calculated on the basis of current realized benefits
rather than target benefits in the next five years.
33%
the extra saving
enjoyed by
digital masters
compared to
beginners
17
DNA of digital masters in utility the sector
Digital masters are ahead of beginners in leadership capability parameters:
Identification of key features and high leverage of technologies are leading digital masters to higher levels
of digitization of key production processes
Leadership-driven governance is creating better collaboration and effective monitoring.
80%
73% 67%
19% 23% 19%
Big Data
Digital Masters Beginners
High Leverage of Advanced Technologies
73%
67% 67%
53%
18%
42%
21% 18%
Digital Masters Beginners
Identification of Key Components of Plants Supply Chain and Logistics Digitization
Maintenance Operation Digitization
Digital
Masters
Beginners
Digital
Masters
Beginners
Digital
Masters
Beginners
Demand-response
for Energy Efficiency
(Smart Energy
Consumption)
Operations
Analytics
Human 2.0
(Collaborative Robots,
Smart Glasses,
Exoskeleton etc.)
Virtual
Simulation
Mobility &
Augmented Operator
Industrial Internet of
Things (IIoT)
Production Operation Digitization
60%
24%
60%
28%
73%
28%
Percentages represent the share of organizations using or planning to use the mentioned applications
Percentages represent the share of organizations who have digitized
more than 50% of supply-chain and logistics management processes
Percentages represent the share of organizations who have digitized
more than 50% of maintenance operations
Percentages represent the share of organizations who have digitized
more than 50% of power generation operations
Percentages represent the share of organizations highly leveraging the mentioned technologies
Digital masters lead beginners in digital capability parameters:
Digital Masters Beginners
Digital Masters Beginners
Leadership driven Governance Effective Monitoring and Collaboration
93%
87% 87% 87%
38%
44%
37%
29%
Coordinates
digital plant
initiatives at an
organizational
level
Formulates
and monitors
digital plant
initiatives at
C level
Have committees
and decision making
processes
in place to prioritize
digital plant initiatives
Appointed a
leader tasked
with setting
updigital plans
Vision for Future
100%
93%
46%
40%
Have a clear vision of
how a digital plant should
look like
Use a roadmap to
monitor the progress of
smart plant initiatives
Percentages represent the share of organizations who strongly agree with the given statements
100%
93%
93%
87%
80%
40%
39%
38%
47%
23%
Use standard KPIs to monitor the progress
Digital Masters Beginners
Proactively track
benefits against the
business cases
Percentages represent the share of organizations who strongly agree with
the given statements
Have established
partnership with
consulting firms for
business case and
roadmap definition
Work with technology
providers for feasibility
studies
Leverage the
data generated
by digital plant
across company
and partners
18
How utilities can realize the full potential of
digital plants
Digital maturity is crucial to digital plant success.
Drawing on our research and our experience
working with utilities around the world, we believe
there are a number of critical areas where utilities
across all categories—beginners, conservatives, and
fashionistas—can take steps to enhance their digital
maturity and realize the full potential of digital plants.
Beginners:
Use business case analysis to
see the benefits of digital plant
initiatives and prioritize them
by taking the organizations’
strategic goals into account.
The majority of beginners fail to see the potential
of digital plants. Our study reveals that 64% of
beginners do not strongly believe that digital plants
are going to disrupt the power generation process
in the near future, while only 44% of them believe
digital plants will significantly increase collaboration
among different divisions. Moreover, the majority of
beginners (54%) admit that they do not have a clear
vision of what a digital plant could look like.
In order to see the benefits of digital plants, beginners
need to perform a thorough business case analysis.
David Vasko, director of advanced technology at
Rockwell Automation says: “Determine the things
that are most important for you, and analyze
whether they could be improved by digitally
connecting together, and that’s how you need
to assess the potential of digital transformation,”
summarizing the principles of business case
analysis for digital transformation. Our study
shows that approximately 90% of digital masters
perform business case analysis by establishing
partnerships with consulting firms and technology
service providers, while 55% of beginners ignore
this approach.
More importantly, beginners need to prioritize a
number of digital plant initiatives that will be most
effective in helping achieve their organization’s
strategic goals. For example, Engie, a French utility
giant, has a strategic goal of boosting decentralized
power generation from renewables. Hence, they
are developing a digital platform to optimize power
generation from 68 wind farms and 14 solar farms
spread across six European countries, including
France, Germany, and Italy23
. This platform will
forecast maintenance requirements, identify areas
of under-performance, and provide field technicians
with instructions in real time.
Identify the most appropriate
digital plant technologies and
features by performing proof-
of-concepts for the prioritized
digital plant initiatives.
Identifying appropriate technologies and features
is one of the most crucial milestones for digital
plant initiatives. For instance, Iberdrola, a Spanish
multinational utility company, plans to leverage digital
technologies to boost operational efficiency. In order
to achieve this target, it has meticulously chosen an
array of technologies and mapped them to prioritized
digital initiatives 24
.
Surprisingly, we have found that only 20% of
beginners use big data or IIoT, the two most
important technologies for digital plants. The same is
true for the identification of key features. For instance,
only about 30% of beginners use decentralized
production control and smart forecasting, the two
most crucial features for digitally enabled distributed
generation from renewable sources.
Performing proof of concept is one of the most
effective tools in identifying appropriate technologies
and features. Our study found that almost 75% of
digital masters perform proof of concept for key
technologies, and approximately 70% of them are
leveraging Big Data and IIoT.
54%
the share of
beginners who
admitted that
they do not have
a clear vision for
digital plants
19
Set up an effective governance
process and establish
KPIs to track the benefits
against business cases.
Once the appropriate technologies and features
have been identified and mapped to prioritized
business cases, beginners need to adopt an
effective governance model to ensure the success
of digital initiatives. Salient features of an effective
governance model include:
•	 Identifying a leader and forming a decision-
making committee: More than 85% of digital
masters appoint their leaders and form committees
as soon as the strategic goal is defined. E.On, for
example, appointed Matthew Timms, the former
chief of SAP Digital, to lead E.On’s digital business
unit, which was formed to digitize processes and
create digital products 25
. However, only 30% of
beginners follow this practice.
•	 Establishing a roadmap to monitor the
progress of digital plant initiatives: This
is another practice that 93% of digital masters
religiously follow compared to 40% of beginners. A
real-life example of such a road map is Iberdrola’s
“Digital 2020 Plan,” which strives for 36% top-line
growth by 2020 compared to 2017 by leveraging
operational efficiencies and digital products26
.
•	 Using a standard set of KPI to constantly
track benefits against business cases: After
identifying the leader and establishing a roadmap,
it is crucial to identify the KPIs to measure a
digital plant initiative’s success and continuously
monitor it. Duke Energy, for example, continuously
monitors standard KPIs, such as power demand
fulfillment, availability, and operating cost, to
measure the success of its project of optimizing
wind and solar farm utilization27
. However, our
study shows that only 39% of beginners use a
standard set of KPIs to track benefits against
business cases, while all digital masters do so.
Conservatives:
Go for a holistic
transformation rather than
point technology solutions.
Conservatives have a tendency to pursue small-
scale projects; this is evident from the findings
of our survey according to which almost 60% of
them implement point technology solutions, and
only 35% pursue holistic transformation projects
such as operating model transformation. In
order to unleash the full potential of digital power
plants, conservatives can follow the footprints of
Enel, an Italian utility giant that plans to reduce
maintenance capital expenditure by €200 million
and overall operating expenses by €900 million by
digitizing its asset base, operations, processes,
and connectivity28
.
Outline a strategic investment
plan to scale up the digital
plant initiatives.
A holistic transformation of the power generation
process is possible when digital plant initiatives are
scaled up with adequate investment. In order to
support its holistic digital transformation, Enel will
invest €4.7 billion over a period of three years29
.
Compared to the massive scale of investment
conducted by Enel, only 16% of conservatives
have invested over $500 million over last five years
compared to 40% of digital masters and 20% of
companies across all categories (global average).
We also found that only 20% of conservatives believe
digitals plants will account for one-third or more of
their total number of plants.
20
Fashionistas:
Synchronize the digital effort
by engaging the leadership and
driving the initiative from the top.
To realize the full potential of digital power plants,
Fashionistas need to synchronize their ambitious
but disjointed efforts and align their digital plant
objectives with their strategic goals. Driving the
digital initiatives from the top-most level is an effective
way of doing so as Philipp Irschik, head of strategy,
Energie Steiermark, Austria describes: “One of our
CEOs leads the digital transformation from the
front, and under him, there’s a committee of
people from different business functions, such
as strategy, innovation, and sales, who prioritize
and coordinate digital initiatives across the
group.” The importance of driving the initiative from
the top-most level is also evident from our survey
results according to which 90% of digital masters
formulate their digital plant initiatives at the C-level,
while approximately the same number of digital
masters (93%) claimed their digital plant initiatives
are coordinated at the organizational level.
Develop and nurture skills
among employees who can make
the most out of opportunities
presented by digital plants.
The full potential of ambitious digital transformation
efforts can be realized only when employees are
skilled enough to make best use of advanced
technologies and features. In addition to hiring
digital skills and up-skilling existing employees,
Fashionistas also need to consider strategies
adopted by leading utility companies.
Nurturing startups: EDF has a venture capital
fund, Electranova Capital, to finance start-ups that
focus on clean-technologies, which often leverage
digital technologies to enhance power generation or
optimize consumption30
.
Establishing a Center of Excellence: Engie has
established a center of excellence, called a digital
factory, to bring together internal and external
experts for developing applications on a large-
scale to foster the digital transformation of Engie’s
24 business units31
.
Setting up employee-driven programs: Enel has
a program called 6Digital that identifies employees
with strong digital skills and uses them as evangelists
to preach digital culture and enhance digital skills32
.
Conclusion
The utility industry has a strong history of innovation.
Drawing on this innovation heritage will be key to
harnessing the power of digital plants, with new
technologies offering exciting new ways to drive
performance improvement. However, while many
utility companies have set a strong ambition for the
digitization of production, many are likely to emerge
disappointed. Building digital maturity will be critical
to unlocking the full potential of intelligent plants and
building a new future for the industry.
21
22
Research methodology
We surveyed 200 executives at the director or more senior level, in utility companies with reported revenue of more
than $1 billion each for FY 2015. The survey took place from February to March, 2017 and covered eight countries: the
United States, United Kingdom, France, Germany, Italy, Sweden, China, and India. Please see below for additional details.
In addition to the main survey, we also conducted web-based research to collect key data points.
14%
10%
9%
11%
9%
4%
6%
38%
Respondents by country
China
France
Germany
India
Italy
Sweden
More than USD $50 billion
USD $20 billion - $50 billion
USD $10 billion - $20 billion
USD $5 billion - $10 billion
USD $2 billion - $5 billion
USD $1 billion - $2 billion
Respondents by company revenue
1% 3%
20%
21%
25%
31%
Respondents by role
Finance
IT/Technology
Maintenance and support
Operations
Procurement
Production
15% 4%
3%
59%
4% 13%
3%
23
References
1.	 GE Newsroom, “E.ON Achieves More Output from 469 Wind Turbines through GE’s Wind PowerUp* Services,”
October 2014.
2.	 Capacity factor of a power plant is the ratio of its actual output over a period of time to its potential output had it
operated in its full capacity. It indicated the level of utilization of a plant’s capacity.
3.	 Seimens press release, “Siemens sets new world records at Düsseldorf power plant ‘Fortuna,’” January 2016.
4.	 Industrial-iot.com, “Duke Energy Avoids Unplanned Downtime and Improves Reliability with IIoT and Predictive
Maintenance,” December 2016.
5.	 blogs.siemens.com, “Powerful Insight for Smarter Wind Turbine Work Flow,” April 2017.
6.	 irena.org, “The Power to Change: Solar and Wind Cost Reduction Potential to 2025,” June 2016.
7.	 European Commission Joint Research Centre, Institute for Environment and Sustainability, “Trends In Global CO2
Emission,” November 2016.
8.	 European Commission official website—ec.europa.eu, “2030 climate & energy framework,” accessed in
August 2017.
9.	 GE, “NTPC GE Joint Venture and GE Wins contract of $64.51M for R&M of Steam Turbine 3X200 MW for NTPC
Ltd at Ramagundam Super Thermal Power Station,” February 2017.
10.	 Center for Climate and Energy Solutions, “CARBON CAPTURE USE AND STORAGE,” Accessed July 2017.
11.	 Global CCS Institute, “THE GLOBAL STATUS OF CCS: 2016 Summary Report,” November 2016.
12.	 Energy Policies of IEA countries, France, 2016 review, page 9.
13.	 Energy Policies of IEA countries, France, 2016 review, page 10.
14.	 Energy Policies of IEA countries, Germany, 2013 review, page 9.
15.	 American Council for Energy Efficient Economy, “The Clean Power Plan”, accessed August 2017.
16.	 International Energy Outlook 2016 by EIA, pages 92 and 93.
17.	 International Energy Outlook 2016 by EIA, pages 92 and 96.
18.	 Cheung Kong Graduate School of Business, “Made in China 2025: A New Era for Chinese Manufacturing,”
September 2015.
19.	 World Resources Institute, “STATEMENT: WRI Calls China INDC ‘A Serious and Credible Contribution,’”
June 2015.
20.	 Xinhua News, “China urges efforts to boost smart manufacturing,” February 2017.
21.	 We only assessed the digital maturity of utilities’ operations and did not look into other dimensions, such as
customer experience.
22.	 George Westerman, Didier Bonnet, Andrew McAfee, Harvard Business Review Press, “Leading Digital,”
October 2014.
23.	 engie.com, “The digital transformation by ENGIE,” accessed in August 2017.
24.	 iberdrola.com, “digital-transformation,” accessed in August 2017.
25.	 eon.com, press release, “eon-strengthens-its-digital-expertise.html,” published in November 2016.
26.	 iberdrola.com, “At the forefront of digital transformation,” accessed in August 2017.
27.	 genpact.com, case study, “Predictive analytics enables duke energy to cut costs and better operate and
maintain assets,” accessed in August 2017.
28.	 enel.com, press release, “Enel group presents 2017–2019 enhanced strategic plan, focused on digitisation and
customers”, published in November 2016.
29.	 enel.com, press release, “Enel group presents 2017–2019 enhanced strategic plan, focused on digitisation and
customers,” published in November 2016.
30.	 digitalforallnow.com, “Start-Up: EDF electrifies energy-innovation,” published June 2015.
31.	 Engie press release, “ENGIE creates its Digital Factory and announces two global partnerships with C3 IoT and
Kony”, June 2016.
32.	 cionet.com, “Orchestrating Digital Leadership,” page 21, accessed August 2017
24
Industry 4.0: Sharpening the
Picture beyond the Hype
The Digital Culture
Challenge: Closing the
Employee-Leadership Gap
Smart Factories: How can
manufacturers realize the
potential of digital
industrial revolution
Digital Transformation Review
10: The Digital Culture
Journey: All On Board!
Going Big: Why Companies
Need to Focus on
Operational Analytics
An interview with Beth
Comstock, Vice Chair of
GE
Discover more about our recent research on digital transformation
25
Operational Excellence
through Digital in
Manufacturing Industries
The Internet of Things: Are
Organizations Ready for A
Multi-Trillion Dollar Prize?
An interview with Jim
Lawton, Chief Product
and Marketing Officer,
Rethink Robotics
Big Data Blackout: Are
Utilities Powering Up Their
Data Analytics?
Going Digital: General
Electric and its Digital
Transformation
Securing the Internet of
Things Opportunity:
Putting Cybersecurity
at the Heart of the IoT
26
The authors would like to especially thank Sumit Cherian, Subrahmanyam KVJ and Apoorva Chandna from
Capgemini Digital Transformation Institute for their contribution to this report.
Digital Transformation Institute
The Digital Transformation Institute is Capgemini’s in-house think-tank on all things digital. The
Institute publishes research on the impact of digital technologies on large traditional businesses.
The team draws on the worldwide network of Capgemini experts and works closely with academic
and technology partners. The Institute has dedicated research centers in the United Kingdom
and India..
dti.in@capgemini.com
About the Authors
Philippe Vié
Vice President, Capgemini Consulting
philippe.vie@capgemini.com
Philippe is vice president at Capgemini
Consulting. As Digital Utilities Transformation
co-founder, he shapes relevant transformation
programmes following maturity assessment
and/or in-depth transformation analysis and
design phases.
Aritra Ghosh
Senior Consultant,
Capgemini Digital Transformation Institute
Aritra.ghosh@capgemini.com
Aritra is a senior consultant at Capgemini’s
Digital Transformation Institute. He likes to
follow how emerging digital technologies are
commercialized and what disruptions across
industries they bring in.
Alexandra Bonanni
Consultant, Capgemini Consulting
alexandra.bonanni@capgemini.com
Alexandra is the head of Capgemini Global
Energy Transition Strategy Lab. She is an
“Enernet” geek and likes to follow how the
energy & utilities companies are undergoing a
revolution and how digital technologies act as
a lever of both growth and performance in
the industry.
Jerome Buvat
Global Head of Research and Head,
Capgemini Digital Transformation Institute
Jerome.buvat@capgemini.com
Jerome is head of Capgemini’s Digital
Transformation Institute. He works closely
with industry leaders and academics to help
organizations understand the nature and
impact of digital disruptions.
Amol Khadikar
Manager,
Capgemini Digital Transformation Institute
amol.khadikar@capgemini.com
Amol is a manager at the Digital
Transformation Institute. He keenly follows
the role played by mobile, software and data
science in digitally transforming organizations.
27
For more information, please contact:
Perry Stoneman
perry.stoneman@capgemini.com
Thierry Batut
thierry.batut@capgemini.com
Camilla Carlsson
camilla.carlsson@capgemini.com
USA – Canada
Bart Thielbar
bart.thielbar@capgemini.com
Spencer Brown
spencer.brown@capgemini.com
Brad Little
brad.little@capgemini.com
France
Roshan Gya
roshan.gya@capgemini.com
Aldemajid Boutayeb
aldemajid.boutayeb@capgemini.com
Germany
Andreas Weiler
andreas.weiler@capgemini.com
Christoph Von Tucher
christoph.v.tucher@capgemini.com
Spain
Carlos Garcia-Ruiz
carlos.garcia-ruiz@capgemini.com
Antonio Alonso Rubio
antonio.alonso.r@capgemini.com
Norway
Astrid Laukeland
astrid.laukeland@capgemini.com
Niclas Jacobsson
niclas.jacobsson@capgemini.com
UK
James Forrest
james.forrest@capgemini.com
Peter King
peter.king@capgemini.com
Portugal
Joao-Paulo Matos
joao-Paulo.matos@capgemini.com
Belgium
Pierre Lorquet
pierre.lorquet@capgemini.com
Netherlands
Marcel Van Breeden
marcel.van.breeden@capgemini.com
Italy
Antonio Barile
antonio.barile@capgemini.com
Nordics
Anders Barsh
anders.barsh@capgemini.com
Mexico
Leonardo cueno
leonardo.cueno@capgemini.com
Brazil
Rodrigo Modesto
rodrigo.modesto@capgemini.com
China
Yanpeng Zhen
yanpeng.zhen@capgemini.com
India
Somnath Chatterjee
somnath.chatterjee@capgemini.com
Australia
Jan Lindhaus
jan.lindhaus@capgemini.com
South East Asia
Gaurav Modi
Gaurav.modi@capgemini.com
Global
This message contains information that may be privileged or confidential and is the property of the Capgemini Group.
Copyright © 2017 Capgemini. All rights reserved.
This message is intended only for the person to whom it is addressed. If you are not the intended recipient, you are not authorized to read, print, retain, copy,
disseminate, distribute, or use this message or any part thereof. If you receive this message in error, please notify the sender immediately and delete all copies
of this message.
About Capgemini
With more than 190,000 people, Capgemini is
present in over 40 countries and celebrates its
50th
Anniversary year in 2017. A global leader in
consulting, technology and outsourcing services, the
Group reported 2016 global revenues of EUR 12.5
billion. Together with its clients, Capgemini creates
and delivers business and technology solutions
that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has
developed its own way of working, the Collaborative
Business Experience™, and draws on Rightshore®
, its
worldwide delivery model.
Learn more about us at
www.capgemini.com
About Capgemini Consulting
Capgemini Consulting is the global strategy and
transformation consulting organization of the Capgemini
Group, specializing in advising and supporting
enterprises in significant transformation, from innovative
strategy to execution and with an unstinting focus on
results. With the new digital economy creating significant
disruptions and opportunities, the global team of over
3,000 talented individuals work with leading companies
and governments to master Digital Transformation,
drawing on their understanding of the digital economy
and leadership in business transformation and
organizational change.
Find out more at:
www.capgemini-consulting.com
MCOS_PF_AH_20170913

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The Digital Utility Plant: Unlocking value from the digitization of production

  • 1. 1 The Digital Utility Plant: Unlocking value from the digitization of production By the Digital Transformation Institute
  • 2. 2 Digital utility plants power big improvements in production costs and environmental impact Utilities around the world are leveraging digital technologies to enhance efficiency and optimize production. For example, E.ON, one of the world’s largest owners of renewable power projects, upgraded its wind fleet with digital solutions1 . The solution leveraged the Industrial Internet of Things (IIoT) and advanced analytics to increase annual energy production by 4% in the first year from the company’s 283 turbines. This was equivalent to adding 10 turbines to their fleet at the time. These are impressive returns, but we wanted to understand the wider picture of the value and benefits of digital plants. We surveyed 200 senior executives in utility companies around the world with annual revenues of more than $1 billion. The research methodology at the end of the paper has additional details. The research shows that digital plants will drive significant gains across the utility production value chain. For example, cutting production costs by a quarter in an average power plant and lowering CO2 emissions by 625 million metric tons, equivalent to 4.7% of expected global CO2 emission from electricity production. Below, we examine the potential benefits and improvement gains across production processes, production costs, and emissions. Digital utility plants lead to holistic improvement in the production process Utility players expect digital plants to make production processes more efficient and reliable by massively improving crucial areas of production in the next five years. 27% 27% 26% 25% 25% 22% OEE* Productivity SG&A** Material, Logistics & Transportation Cost Material, Logistics & Transportation Cost Direct Labor Cost Direct Labor Cost CAPEX***, Inventory & Cash CAPEX***, Inventory & Cash Target Improvement in Next Five Years 21% 14% 10% 10% 10% 10% Productivity OEE* SG&A** Improvements since 1990 0.4% 0.5% 0.4% 0.4% 0.4% 0.8% 4.0% 4.5% 4.6% 4.7% 4.9% 5.0% CAPEX***, Inventory & Cash Direct Labor Cost Material, Logistics & Transportation Cost SG&A** OEE* Productivity Comparison of Annual Improvement – Next Five Years Vs. Since 1990 Next 5 years Since 1990 *Overall equipment effectiveness; **Sales, general and administrative expenses; ***Capital expenditure Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate expected improvements in each category Figure 1: Utility players expect digital plants to deliver a step change in performance gains 27% the expected productivity improvement in next 5 years, compared to 21% improvement in past 25 years
  • 3. 3 Figure 2: Utility players are implementing a wide range of applications This represents a step change in performance improvement. For example, since 1990, organizations have delivered a 21% improvement in productivity. But organizations are now targeting a 27% improvement in productivity in just the next five years (see Figure 1). These improvements in operations will be driven by a wide array of digital applications, with more than half (58%) using process automation and close to half (45%) using operational analytics (see Figure 2). While process automation encompasses features such as automated material handling and smart track and trace, operational analytics turns data at the level of automation control systems into insightful information that is visible to authorized people in the organization. Popular Applications of Digital Utility Plants Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate share of organizations implementing a particular application 12% 23% 24% 27% 29% 30% 40% 41% 45% 58% Digital Industrial Asset Lifecycle Management Additive Manufacturing Virtual Simulation Remote Appliances and Control of Asset Demand-response for Energy Efficiency (Smart Energy Consumption) Human 2.0 (collaborative Robots, Smart Glasses, Exoskeleton, etc.) Predictive & Preventive Maintenance Supply Adequecy with Demand (Smart Forecasting) Operation Analytics Process Automation (Automated Material Handling, Track & Trace, etc.)
  • 4. 4 Operation Analytics Process Automation (Automated Material Handling, Track & Trace, etc.) Extended Enterprise Process Automation Source: Capgemini digital utility framework Operate and Maintain (Planning, Operations & Supervision, Maintenance, Incidents Management, Operational Excellence)ProductionProcessControl Human2.0(HumanAugmentation) AdditiveManufacturing Utilities Production Value Chain Production Asset Type Centralized Production Asset Design and Build (Design, Construction, Commissioning, Decommissioning) 1. Planning, Purchasing and Procurement 2. Operations & Equipment Performance 3. Mainte- nance 4. Digital Enablement of Workers 5. Energy Consum. optim. Decentralized Production* Asset BusinessInformationManagement Purchasing,Procurement &SupplyChain MixOptimization SupplyAdequacywithDemand RemoteAppliancesandControlofAssets Maintenance(Curative,Preventive, Condition-based,Predictive) DigitalFieldServices forItinerant Workers DigitalFieldServices forNon-itinerant Workers Demand-responsefor EnergyEfficiency AssetInvestmentPlanning Digital Industrial Asset Lifecycle Management Transverse What is a digital utility plant? Digital utility plants leverage a large number of digital applications across the utility production value chain. A digital application is a combination of multiple technologies addressing a specific business requirement. For example, predictive maintenance, which is a combination of technologies such as IIoT, Big data, and artificial intelligence, is a popular digital application to improve productivity and reliability by minimizing unplanned downtime. Capgemini Digital Utility Plant Framework
  • 5. 5 Figure 3. Digital combined-cycle power plant in US will bring down the cost of producing energy by 27% Digital power plants drive down production costs The senior executives we surveyed expect digital power plants to achieve drastic improvements in all cost categories in the next five years from both hardware and software innovations. Advanced, digitally connected turbines and boilers—aided by advanced analytics—will drive efficiency by fine-tuning operational parameters. For instance, by optimizing combustion of fuel according to fuel quality, weather, and the cleaning requirement of boilers, organizations can realize fuel savings. Moreover, analyzing patterns in real-time machine data helps identify early signs of problems, allowing time for maintenance, improving machine availability, and extending asset life. To understand the financial benefits of digital utility plants, we took the case of a hypothetical 400 mega- watt combined-cycle (gas-fired) power plant in the US, with a capacity factor2 of 56%. Our analysis, building on the results of the primary research, shows that such a plant could expect to significantly reduce its major costs (see Figure 3): • Fuel costs by 28% • Maintenance costs by 20% • Operations costs (by 19.5%). $33.42 $2.81 $2.25 (improved by 20%) $2.56 $2.06 (improved by 19.5%) Current Production Cost Improved Production Cost in 5 years Fuel Cost Maintenance Cost Operational Cost $24.06 (improved by 28%) Improvement of $10.5 per megawatt-hour (27%) Source: US Energy Information Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute analysis. Note: The production cost of thermal or nuclear power plants can be segregated into three major categories: fuel cost, operational cost, and maintenance cost. This chart explains the current composition of these cost categories to produce one mega-watt of power in a power plant in the US as well as the improved cost composition of digital utility plants. Total cost =$38.79 per megawatt-hour Total cost = $28.37 per megawatt-hour $20Mn the production cost that can be saved annually in an average combined-cycle power plant in US
  • 6. 6 Figure 4. An average* 400 MW, combined-cycle power plant in the US can save $20 million annually using a digital plant in five years 65.6 5 5.5 76.1 18.4 1.1 0.9 55.7 Fuel Cost Source: U.S. Energy Information Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; Capgemini Digital Transformation Institute analysis *An average US plant had a heat-rate of 10465 BTU per kilo-watt-hour on average from 2011 to 2015 and capacity factor of 52.7% Impact of Digital Plant on a 400 mega-Watt US Based Combined Cycle Power Plant's Annual Production Cost in 5 Years (in US$ million) + Operations Cost + Maintenance Cost = Current Production Cost - Fuel Cost Improvement in 5 Years - Operations Cost Improvement in 5 Years - Maintenance Cost Improvement in 5 Years = Improved Cost in 5 Years Taken together, these savings would reduce annual production costs from $76.1 million to $55.7 million (see Figure 4). In other words, this represents an annual savings of $20.5 million or a reduction of 27% in production costs.
  • 7. 7 Examples of cost reduction in action include: • In January 2016, Stadtwerke AG, a German utility company, achieved 61.5% efficiency in their combined-cycle power plant in Dusseldorf with the help of advanced digitally controlled turbines3 . Compared to an average combined-cycle power plant that has approximately 45% efficiency, our analysis shows that this plant would be able to save approximately 27% in fuel costs. • Duke Energy, the largest electric power holding company in the US, deployed an asset health monitoring and alerting system involving over 30,000 Industrial Internet-of-Things (IIoT) sensors4 . It allowed the company to move from a semi-annual, manual, and paper-based asset inspection and reporting system to a fully automated, real-time system. In the three years of its operation, advanced analytics on the sensor data has helped the company avoid over $31 million in maintenance costs alone. • Siemens’ wind turbine monitoring system, deployed for wind turbines spread across the western edge of the Great Plains in the US, can solve 85% of all alarms within 10 minutes leveraging its remote diagnostic center’s data analytics5 . A study by the International Renewable Energy Agency (IRNEA) predicts that by 2025 such ease of maintenance and enhancement of turbine reliability will help cut offshore wind farms’ operations and maintenance costs by 44%6 . Also, considering the fact that wind and solar farms are often newly built, their digital transformation is easier because of compatible equipment. By 2025, digital power plants can effectively eliminate annual CO2 emissions equivalent to 133 million passenger vehicles Carbon dioxide is one of the biggest threats to environmental sustainability, and the power generation industry is the biggest emitter of CO2 . In 2015, power and heat generation accounted for 42% of global CO2 emissions7 . Hence, governments and regulators have set aggressive targets to reduce emissions caused by this sector, especially by increasing the share of power generation from renewable energy sources. For instance, the European Commission’s climate and energy framework sets a binding target for European Union (EU) Member States to make the share of renewables at least 27% of the EU’s consumption in order to reduce green house gas emissions by 40% of 1990’s levels8 . While switching to renewables is certainly an effective way to meet CO2 emission reduction targets, our research shows that digitization of fossil- fuel plants can also provide an important means to considerably reduce CO2 emissions. On average, each digital power plant can save approximately 25% of fossil fuel (up to 28% in the US) in the next five years. Also, 19% of power plants are expected to be equipped with digital technologies in the next five years. To calculate the impact of digital plants on reducing CO2 emissions, we combined our survey insights with fuel efficiency and emission rate data available from the US Energy Information Administration (EIS). Our analysis shows that, by 2025, digital power plants can help remove 625 million metric tons of CO2 emissions, which is 4.7% of expected global CO2 emissions related to electricity production. It is equivalent to having 28.6 billion more trees on earth or eliminating the CO2 emission effect of 133 million passenger vehicles (see Figure 5). An Indian utility recently upgraded one of its power generation facilities with state-of-the-art turbines and the latest digital technologies9 . It is expected to boost the output of the plant by 10 MW and the heat-rate by 14%. This implies that CO2 emissions from the plant will decrease by nearly 14%. Another technology— Carbon capture and storage (CCS)— is on the horizon, promising to curb carbon emissions from utility plants by as much as 90%10 . The technology makes it possible to capture, in a plant, the CO2 produced from fossil fuel combustion and transport and store it. There are 15 large-scale plants globally that have deployed CCS as of 201611 . 4.7% the share of global annual CO2 emissions that digital power plants can eliminate by 2025
  • 8. 8 This number is expected to reach 21 by end of 2017. The large investment required and limited incentives due to negative impact on plants’ efficiency have so far constrained wider adoption. However, the international movement to limit the buildup of greenhouse gases might serve as a boost. Figure 5. By 2025, digital plants will save 625 million metric tons of CO2 emission globally Source: Energy Information and Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; Capgemini Digital Transformation Institute analysis *1 mature tree consumes, on average, 48 pounds or 21.78 kilograms of CO2 per year; **1 passenger vehicle emits, on average, 4.7 metric ton CO2 in a year: source United States Environmental Protection Agency Website, accessed June 2017. Note: To understand the impact of digital plants on global CO2 emissions related to power generation, we have applied our insights from survey data on the following data set provided by the US Energy Information and Administration (EIA). 1. The predicted share of electricity to be produced worldwide by fossil fuel 2. Average heat rate for each type of fuel (measurement of fuel that needs to be burnt to produce a unit of energy): natural gas— 7.9 million BTU/MWh; coal—10.5 million BTU/MWh; petroleum—10.7 million BTU/MWh. 3. Emission rate for each type of fossil fuel: natural gas—53.05 kg/million BTU (0.42 metric tons/MWh); coal— 95.35 kg/million BTU (1.00 metric ton/MWh); petroleum—73.16 kg/million BTU ( 0.78 metric tons/MWh Equivalent of having 28.6 billion* more trees on earth Equivalent of eliminating CO2 emissions from 133 million** passenger vehicles ++ 625 million metric tons CO2 emissions, 4.7% of global emission from power generation, can be saved annually by digital plants 4982 trillion BTU coal saved by digital plants 475 million metric ton (76%) CO2 emissions saved from coal-fired plants 124 million metric ton (20%) CO2 emissions saved from gas-fired plants 26 million metric ton CO2 (4%) emissions saved from oil fired plants 352 trillion BTU oil saved by digital plants 2333 trillion BTU gas saved by digital plants CO2 CO2 CO2 Or
  • 9. 9 Utilities are putting considerable energy into digital plant strategy We found that 42% of survey respondents have a digital plant in operation with 43% saying a plant is in progress. The remaining 15% plan would have a digital plant initiative in next three to five years (see Figure 6). Emerging economies are catching up with western early-adopters France, Germany and the United States are among the early adopters, with 50% or more saying that they already have a digital plant (see Figure 7). One reason for this high rate of adoption is aggressive targets to move to cleaner energy over the next 5 to 10 years: • France’s electricity generation is heavily dependent on its aging nuclear plants12 , and the government wants to bring down the share of nuclear power to 50% by 2025 and increase the share of power from other renewable energy sources by 40%13 . Moreover, EDF’s nuclear plants refurbishment program, Grand Carenage, is driving digitization initiatives in its nuclear plants. • Germany has an audacious plan to phase out nuclear power by 2022 and meet 50% of its energy demand from other renewable sources14 . • The United States’ Clean Power Plan emphasizes cost-effective ways of bringing down CO2 emissions15 . Figure 6. Nearly every utility is pursuing a digital plant strategy Source: Energy Information and Administration (EIA) Database, accessed in June 2017; Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; Capgemini Digital Transformation Institute analysis Yes - we have an ongoing (operational) digital plant initiative Yes - it is currently being formulated/work in progress (not in operation yet) No - but we plan to have a digital plant initiative in the next 3 - 5 years 42% 43% 15% Global Penetration Level of Digital Utility Plants 42% the percentage of utility companies that have operational digital plants A large majority of utilities either have digital plants or are working on them
  • 10. 10 All these policies and targets call for greater operational efficiency in both fossil fuel and renewable power generation, and it seems utilities are seeing digital plants as an effective means to meet these objectives. Our study shows that China and India plan to catch up with the early adopters soon as they gear up to address increasing domestic electricity demand, while limiting carbon emission. EIA predicts China and India’s electricity generation to grow approximately by factors of 2 and 2.7 respectively from 2012’s level by 204016 . However, both the countries have committed to bring down their carbon emissions significantly by 203017 . In this crucial juncture, we found that digital plants will soon play an important role in these two countries’ power generation, as more than 75% of respondents from both the countries said that they would have digital plants within 3 years. Additionally, the fact that almost 75% of all the digital plant efforts in China and India will involve at least one green-field project indicates that a large share of power plants will be digital since their inception. Figure 7. Europe and the US lead digital plant adoption as India and China plan to catch up Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate the share of organizations in each category US China France GermanyUK Italy 50% 21% 68% 50%33% 56% 39% 22% 32% India 10%76%79% 33%30% Sweden 25%50% We have an ongoing ( operational ) digital plant initiative We have a digital plant initiative being formulated or work in progress Below 25% 25 - 35% 35 - 45% 45 - 55% Above 55% Below 25% 25 - 35% 35 - 45% 45 - 55% Above 55% 75% the share of utility companies from China and India who will have digital plants within 3 years
  • 11. 11 Figure 8. Organizations plan to rapidly scale up digital plants in the next five years Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate the share of organizations in each category 21% 38% 38% One-third or more of total plants going to be digital One-third or more of total production will be done in digital plants Going to have global network of digital plants Organizations' Future Plans for Digital Utility Plants Our research shows that the utilities sector is already on a par with the global average in terms of investing in digital plants. We found that 20% of them have invested more than US$ 500 million over the last five years, while more than half of them (56%) have invested more than US$ 100 million in the same time period (see Figure 9). Figure 9. Utility sector is on a par with the global average in terms of investing in digital plants Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; percentages indicate the share of organizations in each category 30% 15% 19% 17% 20% 28% 16% 18% 18% 20% Less than $50M Between $50 - $100M Between $100 - $250M Between $250 - $500M More than $500M Energy, Utilities (Water, Electricity) Global Average 56% of utility players have invested more than US $100 million, on a par with global average across industries Our research shows that more than a third of utilities globally have a plan to drastically scale up their digital plant efforts (see Figure 8). Almost 40% Utilities are planning to significantly power up digital plant investment in the next five years. respondents said that digital plants would handle one-third or more of their global production in the next five years.
  • 12. 12 Our analysis also reveals that the utility sector’s investment in digital plants is catching up with those sectors perceived as pioneers, such as aerospace and defense (see Figure 10). On average, utility firms have invested US $330 million over the five years. Figure 10. Utility sector’s investment is catching up with that of other pioneer sectors Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017 Revenues considered for Utilities are global revenues with no distinction for generation, transmission or distribution businesses. Industrial Manufacturing Aerospace and Defense Automotive and Transportation Consumer Goods Percentage of 2015's revenue invested over the last five years Wehaveanoperationaldigitalplantinitiative 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% Life Sciences, Biotech, Pharma Energy & Utilities A deeper analysis shows that utilities in France, Italy, and Germany have been investing in digital plants aggressively over the last five years (see Figure 11), as has China. China has recently started making headway in digital manufacturing with the launch of its “Made in China 2025” initiative in 2015— an ambitious plan to upgrade China’s manufacturing and reduce its reliance on foreign components18 . In 2015, China also formally submitted its commitment to the UN climate talks to reduce its CO2 emissions by increasing the share of non-fossil fuels in its energy mix19 . Although these policy initiatives seem to have spurred the industry to invest in digital plants, recent reports from China indicate that progress so far is slower than expected. Earlier this year, the Vice Premier of the People’s Republic of China said that: “the country still had a long way to go to reach international advanced levels” and he “urged more efforts to make the country’s manufacturing industry smarter and more competitive.”20 Also, we found that 75% of organizations in China have at least one greenfield digital plant project, which helps explain the high level of investment. However, as greenfield plants require time to move from concept to operational reality, it will be some time before we see an increase in the share of operational digital plants. $330Mn the average investment on digital plants made by utility companies over the last five years
  • 13. 13 Figure 11: France, Germany, Italy, and China are the most aggressive investors Figure 12: Smaller players are not far behind in investing in digital plants Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017 China France Germany India Italy Sweden United Kingdom USA Global Average 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% Percentage of 2015's revenue invested over the last five years Wehaveanoperationaldigitalplantinitiative Larger utilities are more likely to have an operational plant than smaller utilities. However, smaller utilities are not far behind in terms of the investment they are making as a percentage of revenue. Much of the considerable investment from smaller utilities is an investment for the future. Many of these smaller companies (nearly 50%) have plans for digital plants rather than plants in operation. Source: Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017 Global Average 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% Percentage of 2015's revenue invested over the last five years Wehaveanoperationaldigitalplantinitiative $2 –5 billion $5 –10 billion $1 –2 billion $10 –20 billion More than $50 billion $20 –50 billion
  • 14. 14 Lack of digital maturity leaves benefits underpowered Only a small fraction of utilities’ operations are digitally mature. The enthusiasm for digital plants from utility sector players is significant and encouraging. However, their ability to reap the benefits of their ambition raises a significant concern. Only a small minority (8%) of utilities’ operations is digitally mature—what we call “digital masters”—which calls into question their ability to drive value from digital plant initiatives 21 . Drawing on a framework developed in the Leading Digital report, by MIT’s George Westerman and Capgemini Consulting’s Didier Bonnet, we assess utilities’ operational digital maturity in two dimensions 22 . • Digital capability: measures the impact of internal operations initiatives • Leadership capability: measures how those initiatives are executed and managed. The analysis shows that only about 8% of utilities have attained digital mastery—a state of high maturity on both the dimensions of digital maturity. The largest grouping of utilities (73%) we would class as digital beginners (see Figure 13). Figure 13. Very few utilities are digital masters of operations* Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Framework from Leading Digital, George Westerman, Didier Bonnet, Andrew McAfee, Harvard Business Review Press, 14 Oct. 2014. * We analyzed digital maturity of only production related operations. Other operations such as transmission, distribution, retailing and customer interaction were not considered in this survey. Digital Maturity Matrix of Utilities Operations Leadership Capability Low High High Fashionistas 1% Beginners 73% Digital Masters 8% Conservatives 19% DigitalCapability 8% the share of utility companies whose operations are digitally mature
  • 15. 15 Figure 14. Digital masters drive more value Why should utility players strive to become digital masters? Why does this lack of digital maturity matter? The answer is very simple— becoming a digital master maximizes the chance of progress with digital plant initiatives and helps realize significantly higher gains in operational performance (see Figure 14). Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Percentages represent share of respondents Digital Masters are Much More Likely to be Making Good Progress in their Digital Plant Initiatives 67% 30% 13% 29% 20% 41% Digital Masters Beginners Struggling Early Stage Good Progress Digital Masters Consistently Achieve Better Outcomes in Crucial Cost Items 30% 25% 20% 19%19% Dimensions of Digital Maturity of Utilities Operations Digital capability — We measured how much of the production processes are digitized and what technologies are leveraged in the transformation. We scored each organization on the basis of digitizing ten key areas of production and leveraging eight relevant digital technologies. Leadership capability — We assess key areas of governance, approach, skills, and clarity in vision. Categories of Utilities based on Digital Maturity of Operations Digital masters: Firms that have scored well in both the dimensions, which implies that not only have they made significant advances in digitizing their production and leveraging digital technologies, they also have the appropriate vision, skills, governance, and approach for digital transformation. Fashionistas: This group is on a par with digital masters in terms of digital intensity, which means they leverage advanced technologies and digitize key production processes. However, they lack appropriate governance, approach, skills, and vision which hinders them from realizing the full potential of digital transformation. Conservatives: Conservatives are as good as digital masters in terms of management intensity which means they have the right vision, skills, approach, and governance for their transformation, but they have undertaken small transformations, and lag behind significantly in terms of leveraging technologies and digitizing production. Beginners: This group needs significant improvement in both digital intensity and transformation management intensity as it lags behind digital masters on both fronts.
  • 16. 16 Figure 15. Superior cost item performance provides 33% higher savings for digital masters Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Percentages represent share of respondents 67% 30% 29% Digital Masters Beginners Early Stage Good Progress Source: Capgemini Digital Transformation Institute, digital utility survey, February-March 2017; Percentages represent realized improvement in corresponding KPIs Digital Masters Consistently Achieve Better Outcomes in Crucial Cost Items 30% 25% 20% 19% 15% 19% 16% 16% Capex SG&A Direct Labor Cost Digital Masters Beginners Raw Material, Logistics & Tranportation These operational gains can translate into financial gains. To measure this, we considered two hypothetical, average combined-cycle (gas-fired) power plants, located in the US and with the same operational parameters and annual production cost of $76.1 million. If we apply the operational performance of the beginners group to one, and digital masters group to the other, we find that: • The beginner plant would be able to save approximately $13.4 million • The digital master plant would be able to save $17.9 million, which is approximately 33% better than the beginner (see Figure 15). Source: U.S. Energy Information Administration (EIA) Database, accessed in June 2017, Capgemini Digital Transformation Institute, digital utilities survey, February-March 2017; Capgemini Digital Transformation Institute analysis Beginners Digital Masters 1.33x Improved Cost $58.2 m Improved Cost $53.7m Cost Reduction $13.4 m Cost Reduction $17.9m Savings are comparatively lower than depicted in Figure 4 because savings shown in this figure are calculated on the basis of current realized benefits rather than target benefits in the next five years. 33% the extra saving enjoyed by digital masters compared to beginners
  • 17. 17 DNA of digital masters in utility the sector Digital masters are ahead of beginners in leadership capability parameters: Identification of key features and high leverage of technologies are leading digital masters to higher levels of digitization of key production processes Leadership-driven governance is creating better collaboration and effective monitoring. 80% 73% 67% 19% 23% 19% Big Data Digital Masters Beginners High Leverage of Advanced Technologies 73% 67% 67% 53% 18% 42% 21% 18% Digital Masters Beginners Identification of Key Components of Plants Supply Chain and Logistics Digitization Maintenance Operation Digitization Digital Masters Beginners Digital Masters Beginners Digital Masters Beginners Demand-response for Energy Efficiency (Smart Energy Consumption) Operations Analytics Human 2.0 (Collaborative Robots, Smart Glasses, Exoskeleton etc.) Virtual Simulation Mobility & Augmented Operator Industrial Internet of Things (IIoT) Production Operation Digitization 60% 24% 60% 28% 73% 28% Percentages represent the share of organizations using or planning to use the mentioned applications Percentages represent the share of organizations who have digitized more than 50% of supply-chain and logistics management processes Percentages represent the share of organizations who have digitized more than 50% of maintenance operations Percentages represent the share of organizations who have digitized more than 50% of power generation operations Percentages represent the share of organizations highly leveraging the mentioned technologies Digital masters lead beginners in digital capability parameters: Digital Masters Beginners Digital Masters Beginners Leadership driven Governance Effective Monitoring and Collaboration 93% 87% 87% 87% 38% 44% 37% 29% Coordinates digital plant initiatives at an organizational level Formulates and monitors digital plant initiatives at C level Have committees and decision making processes in place to prioritize digital plant initiatives Appointed a leader tasked with setting updigital plans Vision for Future 100% 93% 46% 40% Have a clear vision of how a digital plant should look like Use a roadmap to monitor the progress of smart plant initiatives Percentages represent the share of organizations who strongly agree with the given statements 100% 93% 93% 87% 80% 40% 39% 38% 47% 23% Use standard KPIs to monitor the progress Digital Masters Beginners Proactively track benefits against the business cases Percentages represent the share of organizations who strongly agree with the given statements Have established partnership with consulting firms for business case and roadmap definition Work with technology providers for feasibility studies Leverage the data generated by digital plant across company and partners
  • 18. 18 How utilities can realize the full potential of digital plants Digital maturity is crucial to digital plant success. Drawing on our research and our experience working with utilities around the world, we believe there are a number of critical areas where utilities across all categories—beginners, conservatives, and fashionistas—can take steps to enhance their digital maturity and realize the full potential of digital plants. Beginners: Use business case analysis to see the benefits of digital plant initiatives and prioritize them by taking the organizations’ strategic goals into account. The majority of beginners fail to see the potential of digital plants. Our study reveals that 64% of beginners do not strongly believe that digital plants are going to disrupt the power generation process in the near future, while only 44% of them believe digital plants will significantly increase collaboration among different divisions. Moreover, the majority of beginners (54%) admit that they do not have a clear vision of what a digital plant could look like. In order to see the benefits of digital plants, beginners need to perform a thorough business case analysis. David Vasko, director of advanced technology at Rockwell Automation says: “Determine the things that are most important for you, and analyze whether they could be improved by digitally connecting together, and that’s how you need to assess the potential of digital transformation,” summarizing the principles of business case analysis for digital transformation. Our study shows that approximately 90% of digital masters perform business case analysis by establishing partnerships with consulting firms and technology service providers, while 55% of beginners ignore this approach. More importantly, beginners need to prioritize a number of digital plant initiatives that will be most effective in helping achieve their organization’s strategic goals. For example, Engie, a French utility giant, has a strategic goal of boosting decentralized power generation from renewables. Hence, they are developing a digital platform to optimize power generation from 68 wind farms and 14 solar farms spread across six European countries, including France, Germany, and Italy23 . This platform will forecast maintenance requirements, identify areas of under-performance, and provide field technicians with instructions in real time. Identify the most appropriate digital plant technologies and features by performing proof- of-concepts for the prioritized digital plant initiatives. Identifying appropriate technologies and features is one of the most crucial milestones for digital plant initiatives. For instance, Iberdrola, a Spanish multinational utility company, plans to leverage digital technologies to boost operational efficiency. In order to achieve this target, it has meticulously chosen an array of technologies and mapped them to prioritized digital initiatives 24 . Surprisingly, we have found that only 20% of beginners use big data or IIoT, the two most important technologies for digital plants. The same is true for the identification of key features. For instance, only about 30% of beginners use decentralized production control and smart forecasting, the two most crucial features for digitally enabled distributed generation from renewable sources. Performing proof of concept is one of the most effective tools in identifying appropriate technologies and features. Our study found that almost 75% of digital masters perform proof of concept for key technologies, and approximately 70% of them are leveraging Big Data and IIoT. 54% the share of beginners who admitted that they do not have a clear vision for digital plants
  • 19. 19 Set up an effective governance process and establish KPIs to track the benefits against business cases. Once the appropriate technologies and features have been identified and mapped to prioritized business cases, beginners need to adopt an effective governance model to ensure the success of digital initiatives. Salient features of an effective governance model include: • Identifying a leader and forming a decision- making committee: More than 85% of digital masters appoint their leaders and form committees as soon as the strategic goal is defined. E.On, for example, appointed Matthew Timms, the former chief of SAP Digital, to lead E.On’s digital business unit, which was formed to digitize processes and create digital products 25 . However, only 30% of beginners follow this practice. • Establishing a roadmap to monitor the progress of digital plant initiatives: This is another practice that 93% of digital masters religiously follow compared to 40% of beginners. A real-life example of such a road map is Iberdrola’s “Digital 2020 Plan,” which strives for 36% top-line growth by 2020 compared to 2017 by leveraging operational efficiencies and digital products26 . • Using a standard set of KPI to constantly track benefits against business cases: After identifying the leader and establishing a roadmap, it is crucial to identify the KPIs to measure a digital plant initiative’s success and continuously monitor it. Duke Energy, for example, continuously monitors standard KPIs, such as power demand fulfillment, availability, and operating cost, to measure the success of its project of optimizing wind and solar farm utilization27 . However, our study shows that only 39% of beginners use a standard set of KPIs to track benefits against business cases, while all digital masters do so. Conservatives: Go for a holistic transformation rather than point technology solutions. Conservatives have a tendency to pursue small- scale projects; this is evident from the findings of our survey according to which almost 60% of them implement point technology solutions, and only 35% pursue holistic transformation projects such as operating model transformation. In order to unleash the full potential of digital power plants, conservatives can follow the footprints of Enel, an Italian utility giant that plans to reduce maintenance capital expenditure by €200 million and overall operating expenses by €900 million by digitizing its asset base, operations, processes, and connectivity28 . Outline a strategic investment plan to scale up the digital plant initiatives. A holistic transformation of the power generation process is possible when digital plant initiatives are scaled up with adequate investment. In order to support its holistic digital transformation, Enel will invest €4.7 billion over a period of three years29 . Compared to the massive scale of investment conducted by Enel, only 16% of conservatives have invested over $500 million over last five years compared to 40% of digital masters and 20% of companies across all categories (global average). We also found that only 20% of conservatives believe digitals plants will account for one-third or more of their total number of plants.
  • 20. 20 Fashionistas: Synchronize the digital effort by engaging the leadership and driving the initiative from the top. To realize the full potential of digital power plants, Fashionistas need to synchronize their ambitious but disjointed efforts and align their digital plant objectives with their strategic goals. Driving the digital initiatives from the top-most level is an effective way of doing so as Philipp Irschik, head of strategy, Energie Steiermark, Austria describes: “One of our CEOs leads the digital transformation from the front, and under him, there’s a committee of people from different business functions, such as strategy, innovation, and sales, who prioritize and coordinate digital initiatives across the group.” The importance of driving the initiative from the top-most level is also evident from our survey results according to which 90% of digital masters formulate their digital plant initiatives at the C-level, while approximately the same number of digital masters (93%) claimed their digital plant initiatives are coordinated at the organizational level. Develop and nurture skills among employees who can make the most out of opportunities presented by digital plants. The full potential of ambitious digital transformation efforts can be realized only when employees are skilled enough to make best use of advanced technologies and features. In addition to hiring digital skills and up-skilling existing employees, Fashionistas also need to consider strategies adopted by leading utility companies. Nurturing startups: EDF has a venture capital fund, Electranova Capital, to finance start-ups that focus on clean-technologies, which often leverage digital technologies to enhance power generation or optimize consumption30 . Establishing a Center of Excellence: Engie has established a center of excellence, called a digital factory, to bring together internal and external experts for developing applications on a large- scale to foster the digital transformation of Engie’s 24 business units31 . Setting up employee-driven programs: Enel has a program called 6Digital that identifies employees with strong digital skills and uses them as evangelists to preach digital culture and enhance digital skills32 . Conclusion The utility industry has a strong history of innovation. Drawing on this innovation heritage will be key to harnessing the power of digital plants, with new technologies offering exciting new ways to drive performance improvement. However, while many utility companies have set a strong ambition for the digitization of production, many are likely to emerge disappointed. Building digital maturity will be critical to unlocking the full potential of intelligent plants and building a new future for the industry.
  • 21. 21
  • 22. 22 Research methodology We surveyed 200 executives at the director or more senior level, in utility companies with reported revenue of more than $1 billion each for FY 2015. The survey took place from February to March, 2017 and covered eight countries: the United States, United Kingdom, France, Germany, Italy, Sweden, China, and India. Please see below for additional details. In addition to the main survey, we also conducted web-based research to collect key data points. 14% 10% 9% 11% 9% 4% 6% 38% Respondents by country China France Germany India Italy Sweden More than USD $50 billion USD $20 billion - $50 billion USD $10 billion - $20 billion USD $5 billion - $10 billion USD $2 billion - $5 billion USD $1 billion - $2 billion Respondents by company revenue 1% 3% 20% 21% 25% 31% Respondents by role Finance IT/Technology Maintenance and support Operations Procurement Production 15% 4% 3% 59% 4% 13% 3%
  • 23. 23 References 1. GE Newsroom, “E.ON Achieves More Output from 469 Wind Turbines through GE’s Wind PowerUp* Services,” October 2014. 2. Capacity factor of a power plant is the ratio of its actual output over a period of time to its potential output had it operated in its full capacity. It indicated the level of utilization of a plant’s capacity. 3. Seimens press release, “Siemens sets new world records at Düsseldorf power plant ‘Fortuna,’” January 2016. 4. Industrial-iot.com, “Duke Energy Avoids Unplanned Downtime and Improves Reliability with IIoT and Predictive Maintenance,” December 2016. 5. blogs.siemens.com, “Powerful Insight for Smarter Wind Turbine Work Flow,” April 2017. 6. irena.org, “The Power to Change: Solar and Wind Cost Reduction Potential to 2025,” June 2016. 7. European Commission Joint Research Centre, Institute for Environment and Sustainability, “Trends In Global CO2 Emission,” November 2016. 8. European Commission official website—ec.europa.eu, “2030 climate & energy framework,” accessed in August 2017. 9. GE, “NTPC GE Joint Venture and GE Wins contract of $64.51M for R&M of Steam Turbine 3X200 MW for NTPC Ltd at Ramagundam Super Thermal Power Station,” February 2017. 10. Center for Climate and Energy Solutions, “CARBON CAPTURE USE AND STORAGE,” Accessed July 2017. 11. Global CCS Institute, “THE GLOBAL STATUS OF CCS: 2016 Summary Report,” November 2016. 12. Energy Policies of IEA countries, France, 2016 review, page 9. 13. Energy Policies of IEA countries, France, 2016 review, page 10. 14. Energy Policies of IEA countries, Germany, 2013 review, page 9. 15. American Council for Energy Efficient Economy, “The Clean Power Plan”, accessed August 2017. 16. International Energy Outlook 2016 by EIA, pages 92 and 93. 17. International Energy Outlook 2016 by EIA, pages 92 and 96. 18. Cheung Kong Graduate School of Business, “Made in China 2025: A New Era for Chinese Manufacturing,” September 2015. 19. World Resources Institute, “STATEMENT: WRI Calls China INDC ‘A Serious and Credible Contribution,’” June 2015. 20. Xinhua News, “China urges efforts to boost smart manufacturing,” February 2017. 21. We only assessed the digital maturity of utilities’ operations and did not look into other dimensions, such as customer experience. 22. George Westerman, Didier Bonnet, Andrew McAfee, Harvard Business Review Press, “Leading Digital,” October 2014. 23. engie.com, “The digital transformation by ENGIE,” accessed in August 2017. 24. iberdrola.com, “digital-transformation,” accessed in August 2017. 25. eon.com, press release, “eon-strengthens-its-digital-expertise.html,” published in November 2016. 26. iberdrola.com, “At the forefront of digital transformation,” accessed in August 2017. 27. genpact.com, case study, “Predictive analytics enables duke energy to cut costs and better operate and maintain assets,” accessed in August 2017. 28. enel.com, press release, “Enel group presents 2017–2019 enhanced strategic plan, focused on digitisation and customers”, published in November 2016. 29. enel.com, press release, “Enel group presents 2017–2019 enhanced strategic plan, focused on digitisation and customers,” published in November 2016. 30. digitalforallnow.com, “Start-Up: EDF electrifies energy-innovation,” published June 2015. 31. Engie press release, “ENGIE creates its Digital Factory and announces two global partnerships with C3 IoT and Kony”, June 2016. 32. cionet.com, “Orchestrating Digital Leadership,” page 21, accessed August 2017
  • 24. 24 Industry 4.0: Sharpening the Picture beyond the Hype The Digital Culture Challenge: Closing the Employee-Leadership Gap Smart Factories: How can manufacturers realize the potential of digital industrial revolution Digital Transformation Review 10: The Digital Culture Journey: All On Board! Going Big: Why Companies Need to Focus on Operational Analytics An interview with Beth Comstock, Vice Chair of GE Discover more about our recent research on digital transformation
  • 25. 25 Operational Excellence through Digital in Manufacturing Industries The Internet of Things: Are Organizations Ready for A Multi-Trillion Dollar Prize? An interview with Jim Lawton, Chief Product and Marketing Officer, Rethink Robotics Big Data Blackout: Are Utilities Powering Up Their Data Analytics? Going Digital: General Electric and its Digital Transformation Securing the Internet of Things Opportunity: Putting Cybersecurity at the Heart of the IoT
  • 26. 26 The authors would like to especially thank Sumit Cherian, Subrahmanyam KVJ and Apoorva Chandna from Capgemini Digital Transformation Institute for their contribution to this report. Digital Transformation Institute The Digital Transformation Institute is Capgemini’s in-house think-tank on all things digital. The Institute publishes research on the impact of digital technologies on large traditional businesses. The team draws on the worldwide network of Capgemini experts and works closely with academic and technology partners. The Institute has dedicated research centers in the United Kingdom and India.. dti.in@capgemini.com About the Authors Philippe Vié Vice President, Capgemini Consulting philippe.vie@capgemini.com Philippe is vice president at Capgemini Consulting. As Digital Utilities Transformation co-founder, he shapes relevant transformation programmes following maturity assessment and/or in-depth transformation analysis and design phases. Aritra Ghosh Senior Consultant, Capgemini Digital Transformation Institute Aritra.ghosh@capgemini.com Aritra is a senior consultant at Capgemini’s Digital Transformation Institute. He likes to follow how emerging digital technologies are commercialized and what disruptions across industries they bring in. Alexandra Bonanni Consultant, Capgemini Consulting alexandra.bonanni@capgemini.com Alexandra is the head of Capgemini Global Energy Transition Strategy Lab. She is an “Enernet” geek and likes to follow how the energy & utilities companies are undergoing a revolution and how digital technologies act as a lever of both growth and performance in the industry. Jerome Buvat Global Head of Research and Head, Capgemini Digital Transformation Institute Jerome.buvat@capgemini.com Jerome is head of Capgemini’s Digital Transformation Institute. He works closely with industry leaders and academics to help organizations understand the nature and impact of digital disruptions. Amol Khadikar Manager, Capgemini Digital Transformation Institute amol.khadikar@capgemini.com Amol is a manager at the Digital Transformation Institute. He keenly follows the role played by mobile, software and data science in digitally transforming organizations.
  • 27. 27 For more information, please contact: Perry Stoneman perry.stoneman@capgemini.com Thierry Batut thierry.batut@capgemini.com Camilla Carlsson camilla.carlsson@capgemini.com USA – Canada Bart Thielbar bart.thielbar@capgemini.com Spencer Brown spencer.brown@capgemini.com Brad Little brad.little@capgemini.com France Roshan Gya roshan.gya@capgemini.com Aldemajid Boutayeb aldemajid.boutayeb@capgemini.com Germany Andreas Weiler andreas.weiler@capgemini.com Christoph Von Tucher christoph.v.tucher@capgemini.com Spain Carlos Garcia-Ruiz carlos.garcia-ruiz@capgemini.com Antonio Alonso Rubio antonio.alonso.r@capgemini.com Norway Astrid Laukeland astrid.laukeland@capgemini.com Niclas Jacobsson niclas.jacobsson@capgemini.com UK James Forrest james.forrest@capgemini.com Peter King peter.king@capgemini.com Portugal Joao-Paulo Matos joao-Paulo.matos@capgemini.com Belgium Pierre Lorquet pierre.lorquet@capgemini.com Netherlands Marcel Van Breeden marcel.van.breeden@capgemini.com Italy Antonio Barile antonio.barile@capgemini.com Nordics Anders Barsh anders.barsh@capgemini.com Mexico Leonardo cueno leonardo.cueno@capgemini.com Brazil Rodrigo Modesto rodrigo.modesto@capgemini.com China Yanpeng Zhen yanpeng.zhen@capgemini.com India Somnath Chatterjee somnath.chatterjee@capgemini.com Australia Jan Lindhaus jan.lindhaus@capgemini.com South East Asia Gaurav Modi Gaurav.modi@capgemini.com Global
  • 28. This message contains information that may be privileged or confidential and is the property of the Capgemini Group. Copyright © 2017 Capgemini. All rights reserved. This message is intended only for the person to whom it is addressed. If you are not the intended recipient, you are not authorized to read, print, retain, copy, disseminate, distribute, or use this message or any part thereof. If you receive this message in error, please notify the sender immediately and delete all copies of this message. About Capgemini With more than 190,000 people, Capgemini is present in over 40 countries and celebrates its 50th Anniversary year in 2017. A global leader in consulting, technology and outsourcing services, the Group reported 2016 global revenues of EUR 12.5 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore® , its worldwide delivery model. Learn more about us at www.capgemini.com About Capgemini Consulting Capgemini Consulting is the global strategy and transformation consulting organization of the Capgemini Group, specializing in advising and supporting enterprises in significant transformation, from innovative strategy to execution and with an unstinting focus on results. With the new digital economy creating significant disruptions and opportunities, the global team of over 3,000 talented individuals work with leading companies and governments to master Digital Transformation, drawing on their understanding of the digital economy and leadership in business transformation and organizational change. Find out more at: www.capgemini-consulting.com MCOS_PF_AH_20170913