As a result of major changes in global energy and geopolitical landscape, bars today face a perfect storm of increased energy demand, infrastructure aging and growing physical and digital threats, strengthening the case to the future of the energy system by digitizing the network.
Shubbhronil Roy, VP of strategy and transformation of digital networks into Schneider Electric, talking to Power technology To fill the gaps in the digital transformation for better elasticity of the rack. Of the stronger information technology (IT) and operational technology (OT) compliance with individual implementation strategies, Roy describes the pragmatic but promising vision of a more resistant, digital future.
Shubbhronil Roy is Vice President of the Digital Network Strategy, Marketing and Transformation in Schneider Electric. Credit: Schneider Electric.
Roy Shobure (RSS): The first is the energy transition and pressing for degorbonization. There is a significant acceleration in the adoption of renewable energy around the world. In Europe, for example, over 40% of electricity production is expected to be renewable by 2030.
However, current networks cannot handle this new renewable load. About 1,700 GW Renewable Energy Sources in Europe and 3,000 GW Global Ready But it cannot be connected to the network because the infrastructure is not ready, leading to congestion and potential eclipse. So while renewable energy sources are increasing, the rack must be appropriately upgraded.
The second is aging – and infrastructure and labor. Most networks in the United States and Europe were built in the mid-1900s. Over 50% of transformers and substations will reach the end of life by 2030. Similarly, more than 50% of the current labor force is expected to retire by then.
The third is computer security. Cyber threats have been more than double in the last two years, especially with the escalation of geopolitical conflicts such as the situation in Ukraine, and networks are directed. Disruption of the rack can plunge whole cities in the dark, making this critical issue.
The fourth includes large weather events – tornadoes, fires, storms and so on – which are becoming more common as the climate crisis progresses. Namely, up to 83% of recent eclipse is attributed to such events, causing not only human loss but also significant financial damage.
Lastly, we see mass demand for future power, guided by centers of data and data, population growth, industrialization and electrification. Overall, we expect 30% Greater demand In the next 20 years of what we have experienced over the past 50.
These challenges define the current and future landscape of the network.
SR: I don’t believe there will be a clear winner among the “three DS”. It is about finding the right formula for the right region and people.
Globally, we bother variations in Renewable adoptionComputer security, regulation and communal structures. For example, the United States has vertically integrated utilities – one entity handles generating, transmission and distribution (T&D) and retail. In Europe, it is exposed – different subjects manage each part. Energy is a localized business in this sense. So, decentralization and decarbonization mean different things in different contexts.
Since networks are regulated, not purely driven by profit, politics and public service are also central (on what is a priority) in the region. In the United States, for example, decarbonization is a politically sensitive term, but elasticity and availability are universal Prioritiesmaking you become drivers behind the three DS.
SR: If I had to name a main blind point in the digitization of the network, it would be data integration. The data is often referred to as new energy currency. But within the utilities, we see huge silos – between the departments, and even within it and teams. Each system uses different data models so that there is no single source of truth.
During the evidence of concepts, we found that operators often question the data themselves instead of discussing what activities to be undertaken. There are frequent disagreements: “These data are incorrect” or “that were not logged in correctly”. This undermines the possibility of prescribing data -based solutions.
Even mature utilities are struggling to build network models. It can take months because the problem with silo lasts deep. Utilities are beginning to realize the importance of a unified data model, but the road forward includes systems for connecting, breaking silos and providing constant data through the enterprise.
SR: Historically, IT worked in silos. For example, it can manage the customer and collection department, while maps of mapping GIS (geographical information systems) and connectivity with households can sit in the OT or other IT team. These are different systems, built at different times, and they rarely speak the same language.
Despite billions spent on integration over the last decade, it is often often a patch. Integration is not holistic – it connects system A to system B, but does not achieve complete alignment. Instead, we get duplication, non -compliant data and sometimes bad outcomes.
As new systems are added – such as demand response systems (Dr) – questions arise again: Should we build a new database or integrate with existing ones?
The utilities are massive, with widespread infrastructure – generation, transmission, medium and low voltage distribution, industrial and customer service. Only in each, there are more layers. Aligning everything is a monumental task.
Regulations also vary in departments. From the tool it can work according to completely different rules for it. It is a legacy of how the industry has developed – regulated, conservative and fragmented.
SR: For the energy transition and digitization of the progress network, IT and they must be converged. We are already seeing this shift, some of the others, but these lines are blurred. Cooperation is crucial.
Now, it benefits immensely from AI, enabled by IT abilities. AI to work efficiently, and they need a common foundation. Utilities must establish frameworks where these departments collaborate fully. Again, it’s not a win on the one hand – it’s a joint effort, adapted to the maturity of each tool.
The cloud also helps. Given the critical nature of network risks and computer security, a hybrid cloud model makes the most sense. Less critical applications can work in the cloud; Those who are critical of the mission can stay in the premises. This combines agility and security. OurOne digital network“The platform embodies this principle – open, modular, safe and individual.
SR: Substations are crucial. They move electricity through T&D networks to our homes. High voltage is reduced through substations to lower voltage suitable for residential use.
Digitization of substations is rapidly increasing. Now we are pushing the intelligence to the edge, where the data comes from. Previously, the decisions were centralized, but now, with Localized intelligenceThe procedures can be taken faster, exactly at the substation, without relying on the control center.
Think of how the human body: If the limbs can respond independently without waiting for signals from the brain, the response time would be faster. Delays of the substation reaction can range from milliseconds to minutes when not everything is digitized and some data are still collected manually. Rabbing intelligence reduces that lag.
Another concept that appears is a virtual substation, where hardware functions are increasingly replaced with software. With AI and modern technology, intelligence itself will become a commodity.
SR: Definitely. One major lesson came from Kovid, during which companies with robust digital infrastructure and strong business continuity plans were progressing while others fought. That period emphasized how essential digitization for elasticity is.
Post-Covid, we saw a significant sigh in digital transformation, not only in energy but also through the industry. Companies across all sectors have realized that they should be ready for disorders.
Another lesson from sectors such as food and beverages, FMCG and pharmaceuticals is the change from major Big Bang digitization projects. Instead, it should be for the step of gradual implementation and use of the case development.
Our company even banned the word “pilot” internally. Now it’s true testing, with real customer data, real outcomes. This approach has allowed us to help our partners; For example, we helped Nestle to digitize hundreds of plants with impressive efficiency and continuity benefits.
SR: Elasticity is no longer at choice. Take Incident on the Iberjan PeninsulaFor example: it took 13 hours to restore the system, despite good infrastructure and protocols. This has shown that current systems are not suitable for future requirements. The bars were originally built for one -way energy flow. Now, with EV, distributed renewable energy and two-way flow, the pressure is much higher.
Digitization can increase elasticity by allowing us to predict and act before problems arise. The need for network visibility and predictability increases only – without these updates, the energy transition simply cannot happen.
But only technology is not enough. People, partnerships and regulation are equally important. The future of network digitization depends on all these aspects that are collected, so this will be the next limit.
The network is essential for sustainability, electrification, industrialization and climate action. We must make sure that the rack becomes a provision, not an obstacle, the transition.
Fortunately, consciousness is growing and I believe that the next 10 years will be transformative for network innovation. Whether it is enough to meet the goals of net zero-I can not say. But we move in the right direction.
“Q&A: Schneider Electric for modern energy threats, digitization and network elasticity” was originally created and published by Power technologybrand owned by Globaldata.
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