Digital transformation of Rosseti for 1.3 trillion rubles. Analysis of basic provisions of the program
In 2019 accomplishment of one of the largest programs of digitalization of federal scale – in PJSC Rosseti began. The program is very ambitious, both at cost - 1.3 trillion rub, and on the level of effective objectives (creation of completely digital network) and also owing to enormous complexity of the problems saved decades. The idea to use advanced technologies of digitalization in order that the most part of the industry of the Russian power industry it is attractive to jump one breakthrough on a new step of development, certainly. However implementation – incredibly difficult task. Not accidentally the concept "Digital transformation of 2030" which was approved by Board of Directors of PJSC Rosseti on December 21, 2018 occasionally is called "The plan of GOELRO of the 21st century". TAdviser understood key parameters of this plan.
Main article: Information technologies in Rosseti
Value of the program for development of the industry of power industry
The concept "Digital transformation of 2030" assumes complete conversion of power power grid infrastructure till 2030 by means of implementation of digital technologies. Submitting the concept on Board of Directors of PJSC Rosseti on December 21, 2018, the CEO of Rosseti Pavel Livinsky emphasized the high importance of reaching of the company the new level of technology efficiency. It should become a key factor of reliability augmentation and quality of power supply of consumers and also will contribute to the development of new services.
Rates and risks of this program are very big, it is about the company on which activity stability of infrastructure of economy directly depends, - more than 75% of services in transfer of electrical energy in the Russian Federation fall to its share. PJSC Rosseti is actually an element of an electrical power triad of the country "generation of the electric power - the network companies - the sales companies", namely the network companies. They are presented at the market of the Russian Federation, mainly, by FGC UES and PJSC Rosseti. At the same time the FGC is engaged in electric power transmission on the Uniform National Power Grid (UNPG), i.e. trunk high-voltage lines, and is a subject of natural monopoly, rates of FGC are regulated by the state. A key shareholder of FGC are Rosseti (80.13%). There is one more important aspect of relationship of FGC and Rosseti.
 | It should be noted permanently high investment program of FGC, - Konstantin Karpov, the expert of BKS Express broker company says.-For this reason of FGC supports rather high dividend payments. It helps distribution of funds in Rosseti for investment programs of other subsidiary companies. |  |
Thus, in the Digital Transformation of 2030 program it is about digitalization of one of the largest electric grids in the world: 2.35 million km of transmission lines, 507 thousand substations with a transformer capacity more than 792 GVA. In 2018 net electricity supply to consumers was 761.5 billion kW · h. The property complex of PJSC Rosseti includes 35 subsidiaries and affiliates, including 15 interregional and the trunk network company.
| | All actions for program implementation of digital transformation of power grid infrastructure will be implemented within the existing tariff and balance sheet solutions, i.e. proceeding from opportunities of investment programs of subsidiaries that, I emphasize, will not influence a rate for the end consumer. We calculate that payback of the program due to own efficiency, long-term regulations and also a possibility of preserving of the gained effects as sources for investments will allow the company to increase the volume of dividend payments, – Pavel Livinsky noted. | |
Were provided to the public of a detail of creation of a digital network during "The Russian investment forum — 2019" which took place in Sochi 14 - on February 15, 2019. Industry media noted the main elements of strategy:
| | The large-scale plan suggests to upgrade completely in 12 years power supply networks and to automate the systems of their management. Upon completion of the project Rosseti will offer business not only reliable power supply, but also services of the digital platform. On an economic chain of change should mention all industries: the quality of the electric power and competitiveness of the enterprises will increase, the domestic industry will receive orders for high technologies and new entry into the world market. Rosseti will act as the driver of transition of Russia to digital economy. | |
The assessment to the forthcoming fulfillments was given by Alexander Novak, the Minister of Energy of the Russian Federation:
| | Processes which are observed in world power industry today, define a trajectory of transformation of the industry for many years ahead. Today the electric grid of our country also is on the threshold of important conversions. We already have successful examples of implementation of digitalization. Now power engineering specialists are faced by the tasks requiring the first-priority solution: this development of infrastructure, the distributed generation, implementation of modern digital methods and systems of intellectual accounting which will allow to increase efficiency, to reduce losses and to increase quality of power supply. In many respects those decisions which are made in the field of power industry depend on heads of territorial subjects of the Russian Federation. Schemes programs of development of power industry are adopted on places, also investment programs of the power companies are approved in the same place. | |
Purposes of digital transformation of PJSC Rosseti
Digital transformation will allow to increase reliability, quality, availability of rendering services in electric power transmission and technology joining of consumers, to create new infrastructure for the most effective process of electric power transmission between subjects of power industry and also to develop competitive markets of related services.
The purpose of digital transformation – change of logic of processes and transition of the company to risk-oriented management on the basis of implementation of digital technologies and the analysis of Big Data. In line with this idea the concept "Digital transformation of 2030" defines the main directions of technology and organizational changes of work in the company for research of new mechanisms, methods, algorithms of corporate and technology process management of the company and their subsequent transformation for increase in efficiency and quality of the rendered services, their availability. Owing to the high importance of the companies of PJSC Rosseti for national economy implementation of "Digital transformation of 2030" will provide positive effects at the level of the state.
Effects for the state:
- Ensuring non-volatility and infrastructure security of development of economy.
- The advancing upgrade of the basic infrastructure company.
- Radical quality improvement and availability of services in transfer and technology accession, development of competitive markets of related services (personal account, load control, etc.).
- Control of growth of rates.
Effects for consumers of the electric power:
- Quality improvement and availability of services in electric power transmission and technology accession.
- Possibility of participation in regulation of own consumption.
- Additional services (personal account, load control, etc.).
- Control of growth rates of rates.
- Creation of conditions for emergence of new consumer services
The set of the specified effects will allow to provide the simultaneous growth of capitalization and high-quality accomplishment of social function of the company in the existing economic conditions and a market model.
Problems of digital transformation:
- Adaptivity of the company to new tasks and calls.
- Improvement of characteristics of reliability of power supply of consumers.
- Increase in efficiency of the company.
- Increase in availability of power grid infrastructure.
- Development of personnel potential and new competences.
- Diversification of business of the company due to additional services.
Basic principles of digital transformation:
- Ensuring observability of network objects and modes of their work.
- Control automation by technology and corporate processes.
- Use of the principles of the automated risk-oriented management.
- Creation of digital CIM model according to the uniform industry standard and information exchange with all partners (networks, consumers and other subjects of power industry).
Target reference points of digital transformation
According to the text of the concept, digital transformation should provide the Russian market with modern technological solutions which application will provide to the company advantage at rates of decrease in specific operating and investment costs, optimizes development, the maintenance of infrastructure and a management structure by technology processes. From these positions, the main practical objectives of the concept "Digital transformation of 2030" include:
- decrease in operating and investment expenses of the company;
- reduction of losses of the electric power;
- reliability augmentation, availability of power supply;
- creation of set of additional services for clients.
Specific values of target parameters are set:
- Increase availability of technology accession – by 1.5 times.
- Lower operating costs - by 30%.
- Lower capital costs - by 15%
- Increase service life of assets - by 10%.
- Lower on average by 50% SAIDI/SAIFI indicators (key indicators of reliability of power supply).
International standard 1366 IEEE Guide for Electric Power Distribution Reliability Indices describes methods of calculation of the specified reliability indicators.
SAIDI System Average Interruption Duration Index) - the equivalent duration of breaks in power supply on one consumer, shows the average time of shutdown of one consumer in a power supply system.
where:
Ni is the number of consumers in a system where was having rummaged in power supply (i);
ri is time of a break (i), in hours;
Nt is a total quantity of consumers in a system.
SAIFI (System Average Interruption Frequency Index) is the equivalent frequency of breaks in power supply on one consumer, shows a median number of breaks on one consumer who was disconnected, during the certain time frame. It is calculated by a formula:
i – number of breaks, from 1 to n;
Ni is number of consumers in a system where was having rummaged in power supply (i);
Nt is a total quantity of consumers in a system.
Electric networks as business platform
Digital transformation opens new opportunities for the advancing development of network infrastructure at increase in profitability of business of the company.
| | Implementation of digital solutions will provide readiness of infrastructure for new technology calls, - Pavel Livinsky, the CEO of PJSC Rosseti emphasizes. | |
On the concept presentation within "The Russian investment forum — 2019", taken place in Sochi 14 - on February 15, 2019, representatives of Rosseti explained: it means that the state will receive the modern information bus coming practically to each industrial and residential consumer, decrease in social risks thanks to unprecedentedly reliable power supply and the new product line including competences on creation of digital infrastructure for development of non-oil export.
The chief engineer of Rosseti Andrey Mayorov submitted to Sochi plans for implementation of advanced technologies, the equipment and the software in work of an electric grid within implementation of the concept "Digital transformation of 2030" and emphasized:
| | All planned package of measures for digital transformation is directed to satisfaction not only the current, but perspective consumer requirements including not only unprecedentedly high level of quality of power supply, but also existence of a number of additional services, including development of the Internet of energy. | |
Actually digital network is a ready basis of the All-Russian industrial Internet, are sure of Rosseti. If to unroll the domestic digital platform based on smart counters, the industry and business will be able to start the services through digital infrastructure of IDGC. To regions the smart network will count the menu of fair reasonable rates.
Agricultural enterprises through power facilities will be able to manage watering and lighting of greenhouses. The "smart" counter will configure the conditioner in the apartment and will support the energy efficient mode of the factory systems. To the spaceport will help to calculate the program of flight, distributing processing of huge data streams on capacities of Rosseti. And power engineering specialists will gain income from provision of services of the digital platform.
Digital transformation opens new opportunities for increase in non-tariff revenue and providing in the market of new network and other services:
- Market development of custodial services of the electric power and network reserve.
- Providing network infrastructure as the innovation polygon.
- Data management and sale of data to concerned parties (except confidential data).
- Providing access to technologies of Factory of data to other market participants, including export of technologies.
According to Pavel Livinsky, the CEO of PJSC Rossteti, digital infrastructure of the company creates conditions for emergence of new consumer services:
- Hybrid power supply systems of consumers.
- New market participant – "prosumer": the consumer who consumes makes and stores the electric power.
- Pro-active services for consumers, mobile applications.
- Tariff menu.
- Technologies of Internet of Things (digital sensors, sensors, and means of communication).
- Management of energy efficiency, smart houses.
- Targeting of consumers according to social and economic data.
- Connection of consumers by the principle of a Plug and Play.
- Use of "smart" contracts for calculations.
- Analytical services for consumers.
Stages of "Digital transformation of 2030"
The concept "Digital transformation of 2030" assumes step-by-step implementation. Igor Makovsky, the CEO of IDGC of Centre told in an interview of CNews that the first stage of digital transformation is calculated till 2024:
| | It is a key stage within which we should create infrastructure "digital basis", to define what effects will be reached as a result how many will cost all process and as investments will return. | |
It is supposed that within the first stage in the company in an industrial scale the operating technologies creating an equipment room and information basis for "digital" power will be implemented and also digitalization of production processes will be started and perspective technologies for the subsequent pilot implementation are defined.
| | a Lot of work is also necessary regarding development of interactive customer services, "didzhitalization" of all logic of business, corporate and production processes, - Makovsky notes. | |
At the same time timing of the first stage is broken on months, the head of IDGC of Centre emphasizes:
| | During this period we are going to create 30 digital regions of the electric networks, 29 command centers networks, to bring the level of intellectual electricity metering to 20%, to reconstruct and as a result to enlarge regions of the electric networks, to pass everywhere from three-level to the two-level system of operational management. | |
The further purposes — full-scale digitalization at the level of branches. For example, the first uniform command centers networks will appear at the end of 2019 in the first seven regions: Tula, Belgorod, Voronezh, Bryansk, Kursk, Udmurtia, Mari El.
| | And, Belgorod will become "the second Kaliningrad" (the known high level of digitalization of power supply networks) or, perhaps, by the end of the year will even exceed Kaliningrad on equipment by new technologies, - Igor Makovsky notices. | |
According to Makovsky, 2019 is the beginning of a way, 10–15% of total amount of investments and the planned actions are the share of it. So, in the first quarter the current year the program of digital transformation of IDGC is developed and approved, the investment program is corrected, the business plan is created and implementation of corporate procedures is begun. Design of transformation is complete in four main directions.
The first direction — creation in 18 regions "IDGC the Center" the uniform command centers networks (UCCN) where the automated system of operational and technology coordinating will be implemented. It means radical upgrade of all supervisory control system: 28 centers which will be located at the level of branches and in the cities with the population more than 200 thousand people will succeed 534 dispatcher stations. The first center is already open in September in Izhevsk.
| | We created it all for half a year, - Igor Makovsky notes. | |
The second direction — the complex distributed automation during which on a distribution network of 6-10 kV intelligent switching devices will be installed and all control of networks will be exercised through ETsUS. A system independently, without participation of the person, will define and isolate the place of damage, to transfer power supply of consumers to reserve lines and to notify crews of power engineering specialists which will leave right there to the place of accident. After power supply recovery automatic equipment will transfer the line to a normal operation mode again. For monitoring of transmission lines, especially, in hard-to-reach spots, it is going to use the UAV.
The third direction — the complex smart system of an energy monitoring. It controls electric power transmission process, shows its existence or absence on specific section of network, and in case of shutdown signals about the place and scales of a problem.
The fourth direction — digital substations. Besides, there are additional solutions — the digital electrician, consumer service center, the self-service terminal, electric power drives, mobile applications and other interesting projects.
2021: Rosseti create an end-to-end ecosystem for digital transformation
On January 18, 2021 it became known of creation by Rosseti of the end-to-end ecosystem intended for digital transformation of the electric grid company assuming change of logic of processes and transition of the company on risk-oriented through implementation of IT solutions.
| | We create a uniform ecosystem which as much as possible will increase efficiency of changes in a digital vector. It is obvious that the selected hi-tech way will help to reduce operating and investment expenses, to increase reliability, availability and quality of the provided services to consumers, – the deputy CEO for digital transformation of PJSC Rosseti Konstantin Mikhaylik said, summing up the results of technology conversions to the companies. | |
In three years Rosseti constructed 84 digital substations, 22 command centers networks and the 38th the digital electric networks of the area that allowed to improve by one and a half times indicators of reliability of SAIDI (the average duration of breaks in power supply on one consumer) and SAIFI (average quantity of long breaks in power supply on one consumer a year).
Also in the company implemented CIM model for network of 35 kV and above that provides information exchange with all partners (networks, consumers, other subjects of power industry). The Digital Electrician project providing reduction of recovery time of power supply develops.
Besides, in Rosseti announced more than 2 million intelligent metering devices installation. The uniform contact center works in 42 regions, more than 20 types of electronic services are available to clients.
Development of charging infrastructure for electric vehicles is also mentioned — by the end of 2020 263 charging stations for passenger electric vehicles and 53 ultrafast chargings for electrobuss in Moscow worked.[1]
Program financing sources
The key idea of the Digital Transformation of 2030 project - self-sufficiency of the project: the huge amount - 1.3 trillion rub will be invested in digital conversions, and the period of self-sufficiency will be 14 years. How it is possible to achieve such result? Due to new approach to planning of the investment program of PJSC Rosseti.
As of 2018 the total amount of the investment program which began in 2010 was 1.7 trillion rub. It was separated between several large directions of financing: new construction (27%), reconstruction of the existing capacities (25%), technical joining of new consumers (24%), providing privileges on technical accession (20%). These directions totally took away 96% of investments.
However, as affirms as materials of Rosseti, the current level of digitalization is not able to provide high-quality increase in effective management of networks. Moreover, the further growth of a share of an obsolete equipment is observed. For the solution of all collected problems of upgrade it is offered to use a factor of digitalization of networks of PJSC Rosseti.
Source: "Russian networks. Corporate edition PJSC Rosseti, No. 2 (9), February, 2018.
According to new representations, in a total amount of the investment program of Rosseti which volume by 2030 will reach 3 trillion rub directly on digitalization the considerable share of total amount – 46%, i.e. about 1.3 trillion rub is necessary.
At the same time financing of reconstruction of old funds and new construction considerably will decrease: the essential share of problems of technical upgrade will be solved due to digitalization, and costs for new construction will be reduced due to more effective use of available capacities.
If attentively to look at digits of distribution of means of the investment program with the accruing result till 2030, then taking into account an error of calculations of these data (1%, i.e. 30 billion rubles) it is possible to see that costs for reconstruction of networks, new construction and technical accession tend to zero (both views: preferential and normal, - totally).
In other words, this chart says that practically all investment program of Rosseti goes for digitalization. In particular, new significant investments into development of technical accession are not supposed – enough already invested funds. Similarly serious investments into reconstruction are not supposed: as, by estimates of PJSC Rosseti, too many not used capacities are already constructed, digitalization will help to manage better already constructed capacities, and introduction of a payment for a network reserve of power on which the company insists will create necessary financial feed.
Let's select the main sources of financing of the actions relating, actually, to digitalization of a network complex of PJSC Rosseti:
- Budgetary funds (including National welfare fund, NWF).
- Own investment means plus means saved due to effects of digitalization.
- External investments, including, in a format of public-private partnership, first of all, with regions.
- Non-tariff income.
The draft of the new development strategy of Rosseti which as of fall of 2019 is under consideration in the Ministry of Energy of the Russian Federation, provides an exit in new market segments for the purpose of receiving new income, including, in a format of PPP, for example, commercial projects of city lighting, data processing service, etc. By 2030 Rosseti would like to have a share of non-tariff revenue at the level of 30% (in 2017 it did not exceed 10%). Emergence of new types of activity is not a separate project objective, is emphasized in documents of PJSC Rosseti, but allows to increase the volume of non-tariff income and general-system effects.
In the list of financing sources own investment means are of the greatest interest. Rosseti state that they are ready to finance 75% of all amount which is required for the program of digitalization, i.e. 975 million rubles.
At the same time the network component of a rate will not increase, promise in Rosseti: will allocate a part of funds from articles of construction and reconstruction for digitalization, about 20% are supposed to be released from the amounts which go for preferential technical accession and cross subsidizing today, 25% are supposed to be attracted due to external investments.
So, a framework "The Russian investment forum — 2019", taken place in Sochi 14 - on February 15, 2019, Rosseti concluded the memorandum of cooperation with ВЭБ.РФ providing digitalization financing. Under the terms of the document, the parties are ready to define the projects aimed at the development and implementation of digital technologies in an electric grid including, using the Russian hi-tech civilian products. For implementation of the similar ВЭБ.РФ projects it is ready to finance buyers of such products at the preferential rate. At a forum Rosseti suggested RDIF to consider the possibility of participation in financing of a number of projects of digital transformation of an electric grid.
The key idea of redistribution of investment flows in the Digital Transformation of 2030 program is that the means saved due to implementation of new technologies go to projects of further digitalization again.
Competence Centers
The large-scale conversions conceived within the concept "Digital transformation of 2030" should rely on the serious base of highly professional knowledge and competences. It will be created in the form of several Competence centers.
Center of analytical competences
According to the concept of "Digital transformation of 2030", one of the first steps on the way of creation of the digital company managed by knowledge and a business intelligence is creation of the Center of analytical competences. The main functionality of the Center of analytical competences includes:
- Synchronization of internal processes of the company (TPIR, TP, service maintenance, etc.).
- Development and upgrade of the electric network taking into account target reference points of the company (loss, Psaidi, Psaifi).
- Issue of recommendations about decision making on the basis of information from the systems of technology and corporate management.
- Forecasting of risks.
- Identification of points of technology vulnerability.
- Carrying out analytical researches (analysis of a current status, identification of problems, etc.).
- Formation of strategic directions of development.
- Formation of perspective model of the electric network.
- Monitoring of indicators of functioning of DZO.
- Formation of suggestions for improvement of management processes of the company taking into account implementation of digital technologies.
- Formation of the Program of digital transformation taking into account the road map of implementation of digital technologies.
- Modeling of a scale of charges.
- Analysis of results of pilot projects.
- Participation in development of the specifications and technical documentation.
Creation of the modern Center of analytical competences of PJSC Rosseti will increase knowledge at acceptance of management and strategic decisions and also will allow to reveal and prevent the facing technology and organizational difficulties.
Information Security Center
The purpose of creation of the Center of analytical competences on ensuring cyber security of Rosseti group is creation of a security system of infrastructure facilities and ensuring its functioning on the principles of unity of approaches, requirements, efficiency and reliability for the purpose of monitoring of incidents and coordination of actions for prevention and elimination of incidents.
The Information Security Center (cybersecurity) is going to be opened based on "Federal Test Center" (FTC) which enters into the Rosseti group, in St. Petersburg. Based on FITs "Rosseti" are going to spend about 2 billion rubles for creation of intellectual laboratory of digital networks.
| | 9 million cyber attacks a year, 30 thousand a day. Here what the Rosseti group in general faces. This problem is relevant, - Pavel Livinsky, the head of PJSC Rosseti told. | |
He specified that the company directs to fight against cyber attacks about 10% of costs for processes of digitalization and automation.
Start of the center is planned for 2021.
Research center
Tasks of research center are connected with carrying out Research and Development, preparation of the scientific and technical documentation (STD) and also with interaction with the scientific environment and management a startup projects.
In the concept "Digital transformation of 2030" is said:
| | For the purpose of exchange of experience and technologies for implementation of digital technologies in an electric grid the research center will perform interaction with domestic and foreign scientific institutes, the international scientific organizations and academies of Sciences. Besides, the research center will carry out monitoring a startup projects, including in the field of digital technologies, for the purpose of detection of the perspective ideas and solutions for possible further cooperation | |
A lot of work should be made regarding development of the normative and technology documentation (NTD) for a digital network of PJSC Rosseti. Only 13% of the existing documentation are applicable in a varying degree to the created digital network.
The order and rules of formation of subjects of research and development are enshrined in Regulations of formation and program implementation of Research and Development of PJSC Rosseti (it is approved as the order of JSC Rosseti of 12/3/2013 No. 136r) and investments and innovations" - Program of Research and Development are posted in open access on the official site by PJSC Rosseti in the section ".
Main directions of scopes of Research and Development:
- Digital substation.
- Active and adaptive networks from the automation distributed by an intelligent system and managements.
- Complex efficiency of business processes and automation of management systems.
- Use of new technologies and materials in power industry.
- Perspective technologies of digital transformation.
Fund of Research and Development
The management system for digital transformation assumes creation of Fund of Research and Development that provides:
- centralization of management of Research and Development (will allow to implement the uniform scientific and technical policy of Rosseti group);
- efficiency and effectiveness of thematic filling of the program of Research and Development;
- possibility of long-term planning;
- sales opportunity of large system projects of Research and Development;
- accumulation of professional competences in Research and Development.
Research and Development pool at the first stage of the program of digitalization of Rosseti
Valuation principles of cost efficiency of implementation of digital technologies
Basic principles of assessment of cost efficiency:
- Projects are implemented taking into account technical and economic expediency.
- It is reasonable to carry expenses on all technologies, systems and hardware and software systems involved in reading / processing and data transmission to costs for implementation of digital technologies.
- Complex assessment of cost efficiency of implementation of digital technologies should consider synergy of effects in the target horizons of payback.
Payback periods of different digital technologies make from 5 to 10 years. For the purpose of efficiency evaluation of projects on implementation of digital technologies the payback period should be within a base period of tariff regulation and make no more than 10 years.
Selection of pilot projects for the program of digitalization of Rosseti
The center of digital developments in power industry
The agreement between Skolkovo Foundation and Rosseti company became the first document signed during the forum "Open Innovations" starting on October 21, 2019. Among other things, it assumes start to Skolkovo of Competence center in the field of digital solutions and technologies of PJSC Rosseti.
The agreement is aimed at the development of research and development for large-scale digital transformation of the electrical power industry with attraction of unique competences of participants and partners Skolkovo. The Rosseti company receives the status of the key partner of Skolkovo Foundation.
The document assumes that in the territory Skolkovo will be created and fulfilled by digital and innovative solutions in the field of asset management of an electric grid, technology of modern accounting of energy consumption and the system of cyber defense and also interactive applications and services of interaction with consumers of services.
Pavel Livinsky, the head of Rosseti, estimated the total amount of agreements and orders between the Skolkovo companies and Rosseti approximately at 2 billion rubles:
| | That large-scale program of digital transformation which we carry out cannot be performed without strategic partners. It is a new stage of development of cooperation between the largest electric grid company in the world and the innovation center "Skolkovo". Consolidation of efforts of power engineering specialists and science will allow to fulfill the advanced solutions and essentially new approaches extremely important for functioning and development of power supply systems | |
In the future technological solutions of the Center of digital developments will be applied on power facilities in all regions of Russia, Pavel Livinsky promised.
Development of personnel potential
In the course of change of the existing network infrastructure of network, proceeding from the purposes and problems of "Digital transformation of 2030", in the company the following strategic initiatives should be implemented:
- Creation of new models of competences.
- Creation of corporate culture for development and productive work of employees.
- Automation of HR processes.
- Implementation of new model of work and organization structure of DZO.
Processes which are subject to revision within the Concept
New models of training of specialists
The key task of HR of Rosseti for the next five years is a creation of the future and development of the existing personnel potential as the platform for high-quality change of the industry.
| | Digital transformation dictates new requirements to the level of knowledge and professional training of personnel. We should implement everywhere the advanced HR experts and models of work on development of our personnel, - Olga Sergeyeva, the chief adviser of PJSC Rosseti says. | |
Since the first stage of implementation of digital technologies of the company employees with new competences in connection with emergence of new types of the equipment, design approaches and to service of the electric networks will be required that involves upgrade of the existing system of preparation and retraining of personnel. Focus will be displaced to more highly skilled positions for the employees having knowledge and skills in the field of new digital technologies.
It should be noted deficit of specialists in the field of automation of technology processes and information technologies. In the conditions of deficit of such employees in the market the Rosseti company is going to create the corporate university, corporate assessment center of personnel and network of power circles for school students within implementation of digital transformation of an electric grid.
Using the corporate university the company is going to unify and improve training programs and also to implement the uniform directions of training in the directions of digitalization. The center of training of personnel will allow to close the corporate needs for complex personel assessment from a selection stage before formation and development of a talent pool. Also corporate assessment center will allow to create project teams taking into account results of assessment of personal competences.
Power circles for school students will allow to involve youth in receiving a profession of an electrotechnical profile and the companies will allow to promote a brand. Occupations will take place in a form of an internal rate for pupils of 7-9 classes with carrying out practical and laboratory works.
Creation of the corporate university is planned in 2020-2022, power circles for school students start in 2019-2020.
You See Also
- Rosseti. "Digital transformation of 2030": risks and calls of the project in a general economic context
- Rosseti: "Digital transformation of 2030". In more detail about upgrade of network infrastructure
- Rosseti: "Digital transformation of 2030". In more detail about what is the digital electric network
- What is represented by target model of digital transformation of Rosseti. Detailed analysis
- Rosseti: "Digital transformation of 2030". In more detail about financing sources and a business case of conversions
- Rosseti: "Digital transformation of 2030". Problem points of financing
| The site content is translated by machine translation software powered by PROMT. The machine-translated articles are not always perfect and may contain errors in vocabulary, syntax or grammar. Read original article If you find inaccuracies or errors in the results of machine translation, please write to editor@tadviser.ru. We will make every effort to correct them as soon as possible. |