Executive Summary

SSEN Transmission’s Digitalisation Action Plan continues to underpin the vision that will support the delivery of the digital and data products and services that will allow us to achieve our expected business outcomes, which will see our transmission network deliver over 15% of the UK’s total carbon reduction requirements to achieve net-zero by 2050.

Stakeholders and Customers remain central to our RIIO-T2 Digital Investment Plans, and we continue to make excellent progress in delivering new digital products and services that enhance the way we manage, access, and use our data to enhance business decisions and improve our ways of working.

In the last six months, to June 2024, we have focused on the following Digital enhancements:

Customer and Stakeholder engagement enhancements: We’ve delivered an engaging visual re-design of all infrastructure project web pages, including Accelerated Strategic Transmission Investment (ASTI), and range of technical improvements, making it easier for stakeholders to engage and access information.

Process efficiency: Our recent achievements include launching a new Customer Relationship Management (CRM) platform, starting with the Pre-Application process. Additionally, we’ve introduced an AI solution to analyse feedback and sentiment from consultations. We’ve also made significant progress in our Integrated Project Management (IPM) capabilities, system performance enhancements, and data management tools.

Smart Monitoring, Data and Cloud Platforms: We’ve completed the first phase of Smart Monitoring, enabling real-time asset data capabilities through infrastructure and Asset Historian systems. Furthermore, we’ve developed a proof of concept for our Data Catalogue and Data Quality Management tooling. Additionally, we’re implementing suite of cloud platforms for a production-ready Data Integration platform, including standardised data ingestion and processing pipelines.

 

The vision behind our products and services

We continue to deliver our vision and enhance the IT Products and Services we use to run our business to support our SSEN Transmission growth objectives. Our actions are prioritised to deliver value to our customers and stakeholders, by digitally enhancing our data capability, analysis, and insight.

Delivering value...	Guided by a specific vision
Customer & Stakeholder and Commercials	Provide a high quality and transparent multi-channel service to stakeholders, with increased assisted and self-serve capabilities underpinned by an integrated group of fit-for-purpose platforms for entering and accessing information and insight
Projects & Capital Delivery	A modern, slick and interactive business moving away from the paper and excel driven processes and embracing the modern technology and practices to deliver at scale and in line with growth of demand in projects.
Network Planning	Maximise the value and the opportunities presented by having easy access to a wide range of data from across the organisation to increase system performance and support future network modelling and forecasting to support the planning of a network for net zero.
Asset and Operations	Enhance existing and deliver new capabilities across Asset & Work Management that will drive business and asset performance, resulting in decreased network risk and setting the foundation for further enhancements in T3. Delivering new and enhanced asset data collection and visualisation, network monitoring and situational awareness, and control centre facilities and capabilities. Strategically positioned for growth and further enhancements in T3.
Enabling IT	Creating IT capabilities that provide a fit for purpose suite of applications, supporting the end-to-end business processes and enable the business to deliver the outcomes as efficiently as possible. Digitalisation, interoperability, and data sharing across the energy industry via open data portals can enable savings of £30-70bn (from the Ofgem FSNR Decision) between now and 2050 through data-led strategic planning and can enable transformational system-wide benefits such as cost savings and resilience (via optimal system maintenance, asset health monitoring, planning and operation).
Enterprise and Corporate	Creating and delivering cross functional solutions that facilitates better information sharing, enhanced control, improved safety and improved financial insight.

 

What we have achieved in the last six months

Customer and Stakeholder

Products we have delivered

• As part of SSEN Transmission’s ambitious ‘Pathway to 2030’ programme, ASTI projects remains a key priority. We have created new ASTI project specific website pages which: provide greater clarity of our mapped OHL routes, better articulation our project stages and outline our engagement opportunities, provide each project with their own look and feel, and provide flexibility to articulate community benefits, commercial opportunities and the project need;

• We have launched our new Customer Relationship Management (CRM) platform starting with the creation of our Pre-Application process. This provides a more cohesive digital journey for our colleagues and improves the data quality of the information we are storing;

• We have completed an AI solution to analyse feedback and sentiment gathered through our consultations. This will help support our community and environment teams to understand the main categories and capture areas of concern.

Key stakeholder outcomes and performance measures

• ASTI project specific web pages created to enhance customer understanding of the impact of those projects;
  
  
• A new Customer Relationship Management (CRM) solution is embedded within our ways of working, which removes duplication and enhances the quality of the customer data we capture and maintain, improving service to customers;
  
  
• AI solution that analyses stakeholder feedback to reduce manual effort associated with regulatory reporting.

Capital Delivery 

Projects we have delivered

• The first two iterations of the Integrated Project Management (IPM) solution have been delivered, implementing both the new Unifier platform and the Azure integration platform. Key capabilities delivered include Scheduling, Cost, Document and Gate management processes;
  
  
• We have created our Building Information Modelling (BIM) Roadmap from now through T3 and already kicked off a proof of concept for 4D modelling. The Asset Management and Operations BIM accreditation assessment has been completed, as has the regulated procurement process with a vendor being appointed to carry out the substation scanning work and the creation of digital representations of our assets;

• Build of the new Consents and Environments hub is now well underway, with the initial implementation due in June. This will deliver project data capture, workflow notifications and dashboard reporting. Key data sets have been identified for upload to our existing Geographic Information System (GIS) platform.

Key Stakeholder Outcomes & Performance Measures

• The ability to track, manage and run all of our capital and infrastructure projects via a single digital interface, resulting in improved organisation efficiency;
  
  
• Single point of digital engagement with suppliers and partners to improve collaboration and reduce duplication as part of project design and delivery; successful implementation and embedding of standardised 3D models with suppliers and partners;
  
  
• Efficiency improvements, following the successful implementation and embedding of standardised 3D models with suppliers and partners;
  
  
• Reduction in rework;
  
  
• Reduction in wastage

Network Planning

Projects we have delivered 

• We have successfully delivered early value in our system performance area, using data automation from operational network devices. This has significantly reduced time collating data into the required format for analysis, allowing our electrical engineers to focus on value-add activities and effective power quality monitoring;
  
  
• “As built” network model has been created in our new system planning tool, Power Factory, allowing project migration from our current planning tool PSSE to commence. We have also completed out our first official super user training for Power Factory to 13 nominated business users from the system vendor with fantastic feedback from users;
  
  
• We have finalised an infrastructure design for our Power Systems Computer Aided Design system (PSCAD) ready for deploying a proof of concept in our enhanced cloud platform. This will help facilitate our ultimate objective of enhancing our System Engineers capability through increased compute power using scalable cloud infrastructure.

Key Stakeholder Outcomes & Performance Measures

• Reduced timescales for customer connection requests because of faster and more effective system planning modelling;
  
  
• More frequent whole system model updates to ensure we can respond quicker to customers understanding wider impacts of all connection requests and reducing customer impacts as a result of wider impacts and dependencies from all requests.

Asset Management & Operations (IT)

Projects we have delivered 

• We have fast tracked the upgrade of Maximo from version 7.6.1.3 to Maximo Application Suit 8 (MAS8) providing advanced features such as Manage, Monitor, Health, and Predict so that we can leverage IBMs built in AI model to further empower Transmission in the optimisation of asset management and the delivery of operational excellence (the old Maximo 7.6.1.3 environment will be decommissioned upon MAS8 go live);
  
  
• The MX+ Data Studio project has deployed a new web-based data loading tool into the Maximo environment, enabling the querying, editing, and upload of large data sets. This is linked with a real-time validation engine and approval workflow functionality. All this delivers improved asset data quality, empowers our data owners, and enhanced compliance;
  
  
• The ScheduleIt tactical solution for the Operations Team has been deployed, streamlining task management, optimising resource allocation, and enhancing team collaboration to boost productivity and efficiency in lieu of the Total Work Management project’s delivery of Maximo integrated work management later in the year;
  
  
• Training and user acceptance testing of the mobility project has been completed for the Fingertip application (Maximo for mobile phones) allowing the mobile solution to be leveraged by the Total Work Management project to configure inspection and work orders for assignment, execution and completion in the field on any SSE mobile device.

Key Stakeholder Outcomes & Performance Measures

• Improved work management through the introduction and enhancements of our Maximo asset work management platforms allowing more efficient scheduling of our partners and suppliers;
  
  
• Enhanced field force management and work management through the use of our fingertip solution. This provides up-to-date live asset information that allows us to engage and collaborate better with our partners and suppliers.

Asset Management & Operations (OT)

Projects we have delivered 

• We have completed our first phase of Smart Monitoring, delivering the full infrastructure and Asset Historian (PI platform systems), enabling and supporting the Business in wider roll out of Integrated Condition and Performance Monitoring devices, building greater real-time asset data capabilities;
  
  
• We have completed the Alarms filtering and Network Model in PowerOn, further supported by new large format Video Wall presentation, improving situational awareness in the Control Room;
  
  
• We have completed Phasor Data Concentrator, enabling improved real-time Network status, performance, and event analysis, along with real-time phasor data sharing with National ESO.

Key Stakeholder Outcomes & Performance Measures

• The extension of our smart monitoring capabilities will provide additional insight into asset health and promote increased proactive and targeted maintenance activities which will minimise outages and impacts on our customer;
  
  
• Enhanced alarming within the control room to ensure that events are visible and prioritised to minimise down time for our customers;
  
  
• Additional information shared with the National ESO to ensure a system wide view of the real-time network.

Enabling IT

Projects we have delivered 

• Since launching the Open Data Portal in November 2023, our data management team continue to see the use and request for data continue with 67 registered uses and 452 datasets downloaded in the first 3 months. We continue to look for ways to engage both our internal and external stakeholders to proactively ensure we’re providing access to the data they require;
  
  
• We have completed a proof of concept for our Data Catalogue and Data Quality Management tooling and are in the process of onboarding the supplier and preparing for implementation;
  
  
• A review of our Asset Master Data Business Processes and Key Data Elements has now completed for our core Asset systems (As Is) and is now extending to Large Capital Project and Planning systems;
  
  
• After a successful proof-of-concept of our Data Integration platform, the product has progressed the implementation of a suite of cloud platforms to create a production ready data platform. The data engineering team have been working to create standardised data ingestion and data processing pipelines along with data security and access models for the new platform;
  
  
• Provision of an initial data quality dashboard for the Data Management team has provided differences, quality and missing data to become more visible within some of our core.

Key Stakeholder Outcomes & Performance Measures

• Our open data portal is providing customers and partners with the ability to request and consume data as required. Portal access is being monitored and we have seen a healthy uplift in the number of requests being made.
  
  
• The majority of deliverables within this value stream are supporting capabilities for the other value streams that are focused on delivering value for our customers and stakeholders and this value stream will continue to support the delivery of new capabilities to the end of our T2 period.

Interoperability 

SSEN Transmission continues to actively work with industry peers and Ofgem through the Energy Networks Association Data and Digitalisation Steering Group on common initiatives to develop and enable interoperability. We are engaged on the ENA Data and Digitalisation Steering Group Standards and Interoperability Subgroup.

The Standards and Interoperability workstream targets the consistent fulfilment of the above Data Best Practice Guidance requirements in relation to the development and implementation of consistent energy system data related standards.

Aspects of standardisation included within the scope of this work include data semantics (terminology and meaning), ontologies (structures and relationships), metadata and exchange mechanisms. Interoperability of the energy system is heavily predicated on the application of standardised data-related services and practices across sector participants to enable timely, efficient and effective data exchange, integration and utilisation between both humans and machines.

We continue to engage within the overarching Interoperability and Standards Sub-Group, The Common Information Model (CIM) Grid Code Modification GC0139 Working Group to support the Common Information Model data exchange for the Grid Code modification GC0139, the Open Data Working Group and the DNO Data Self-Help Group. All these groups are working together in a co-ordinated manner to reduce obstacles relating to the discovery, interpretation and use of energy system data.

We have implemented a Data Catalogue within our Open Data Portal and we have adopted the 15 mandatory Dublin Core metadata terms to use within our Data Catalogue to better signpost our data for Stakeholders. In addition to these 15, we have included 2 further Dublin Core terms.

We are engaged on the Data Sharing Infrastructure Pilot Project with industry partners including National Grid ESO. The Data Sharing Infrastructure aims to create a common data sharing infrastructure, in a secure, resilient and scalable way, to achieve an interoperable ecosystem of connected digital twins, based on principles of Prepare, Trust and Share. The Pilot phase will help shape the technology, use cases and governance and is based on an initial outage management use case.

Within our Digital Programme, we are investigating the implementation of Common Information Modelling (CIM) for specific internal data exchange requirements, including network planning model exchange.

 

Stakeholder feedback in relation to the products we have delivered

Value Stream	Stakeholder engagement and feedback
Customer and Stakeholder	We have engaged widely with Customers and Stakeholders in relation to the capabilities we have delivered via our website and as part of the self-service capabilities that are being introduced and received positive feedback. Our communities and engagement teams are actively engaged seeking feedback on how current and future CRM capabilities are improving engagement, response times and availability of information. In addition, our teams are actively engaged in discussions to seek feedback on Connections reform.
Capital Delivery	As part of the improvements, through the introduction of our new Integrated Project Management platform (IPM) and moving to BIM level 2 certification, we received very positive feedback from suppliers and partners that the new standardised artefacts and processes will improve collaboration and ways of working resulting in efficiencies across large capital project delivery.
Network Planning	As part of our move from PSSE to Power Factory, we have built a new “As Built” network model using data from core systems to ensure the baseline data used to model our future network is as accurate as possible. Feedback from users and senior stakeholders has been extremely positive due to the enhanced data quality, standardisation and consistency across all systems that this will provide. Super users have also been trained in the new Power Factory platform and have provided excellent feedback and excitement around the transition to the new system.
Asset Management & Operations (IT)	The improvements we are implementing across asset and work management activities are resulting in positive feedback from suppliers and partners regarding consistency of data and a more digitised user experience. Increasingly our asset data being associated with geospatial and wider additional data sources will result in increased opportunities to share data with external parties to support a Virtual Energy System, this is aligned with wider industry partners.
Asset Management & Operations (OT)	We are continuing to engage with our industry partners and enhance how we share operational network status data between SSEN Transmission, the National Electricity System Operator, and network boundary interfacing SP Energy Networks. All three parties are working effectively on our projects with positive feedback received on our collaboration together, all of which further enables the collective abilities of all parties to have access to and combine real time views of the Transmission Networks.

The Products and Services that we will be working on

We are investing in digitalisation, interoperability, and data sharing to deliver a fit for purpose suite of applications that supports end-to-end business processes. This enables the business to deliver its strategic goal to grow our network, with ASTI projects being a priority. We are focusing on making it easier for our colleagues, customers and stakeholders to access, request, analyse and gather insights from our data.

The Products and Services we are working on during the next quarter will improve collaboration, standards and enhance our data ecosystem so we can deliver optimal system planning, maintenance and asset health, and thereby enhance our customer and stakeholder experience. We are always mindful of our stakeholders’ needs when developing our products and services. We also recognise the importance that Ofgem place in us engaging with stakeholders during development of our digitalisation strategies and action plans. In order to ensure this remains a focus going forward (with specific regard given to the impending commencement of the RIIO-T3 price control), we intend to engage with our external stakeholders and gather feedback which validates that their needs have been correctly understood and continue to be addressed.

We intend to engage with relevant stakeholders and gather their feedback in advance of delivery of any new products and services. This feedback will be used to ensure we understand how to properly measure and define success in the eyes of our stakeholders.

This plan shows the key milestones we will reach over FY24-25/25-26

Delivering for stakeholders and wider society

Improving our stakeholder engagement practices with Tractivity

Our teams have made great progress in building up our database of stakeholders, including those who have registered with us via our website and particularly those who have attended our in-person consultation events, who are interested or impacted by our infrastructure projects.

Our Communities and Stakeholder Engagement Teams are now utilising Tractivity to send mailshot and email communications to registered stakeholders. This helps us to send targeted communications and lets us automatically record communications against individual stakeholders. The platform is also helping our colleagues across SSEN Transmission have improved visibility of communications sent to stakeholders. Importantly, the system helps ensure our communications are consistent and branded with a professional look and feel, which instils trust in a world where scams such as phishing are becoming more prevalent.

As we have been rolling out the system to our people, we have identified valuable improvement opportunities. These include the creation and implementation of hosted web forms that allow stakeholders to register for project updates and communications. By replacing our website-hosted online forms with these new forms, this removes the need to manually download people’s information and then upload it. Instead, information will now pass straight into our systems without the need for manual handling. We are currently updating our project web pages to implement these new forms and this will reduce the time our people spend on administration, freeing them up to focus on engaging with stakeholders and supporting the delivery of our critically important infrastructure projects. From a user experience perspective, we have also reduced the amount of data fields on our forms when registering for project updates, reducing the effort stakeholders have to make and we’re now able to group our stakeholders more accurately through improved up-front data capture.

We have also improved our reporting functionality and our requirements are also being fed into the product backlog to inform future system releases which will also benefit other organisations using the solution.

Upgraded project web page layouts for Accelerated Strategic Transmission Investment (ASTI) projects

In our ongoing commitment to enhancing our stakeholders’ website experience, our engagement and the information we provide about our critically important infrastructure projects, we have implemented around 40 technical improvements, in stages, over the last 4 months. We’ve set out information about 10 of these improvements and their benefits below:

Feature	Summary
Horizontal navigation bar	Previously, navigating our project information relied on a vertical list of tabs, which resulted in unused web page space. Now, we’ve introduced a sleek horizontal navigation bar, maximising page space and making exploration easier.
Project banner	Our project pages now include a visually engaging banner, inspired by best practice and designed to effectively communicate project details at a glance. We’ve also added a dynamic map feature to our page banner, offering easier access to our interactive map for further exploration.
Project tabs	Our project tabs were once fixed, restricting our ability to tailor information. Now, we’ve empowered our teams with the flexibility to utilise many more tabs per project, providing clearer navigation and improved prominence for key topics.
Map styling	Enhanced map styling that includes new colours and dashed lines now ensures stakeholders can better differentiate between project phases, removing any confusion and providing valuable context to our projects.
Map user guide	We’ve also made our map user guide more apparent by setting this open by default, helping stakeholders to understand our map and its contents before exploring it further.
Project status bar	Our project status bar has been revamped to provide clearer insights into project stages, enhancing visualisation and understanding for our stakeholders.
Project status descriptions	Accompanying our revamped status bar, detailed project stage descriptions now offer additional clarity, explaining what our stakeholder engagement and activities look like at each stage of our projects.
Document accordion	We’ve implemented a document accordion to streamline document presentation on project pages, providing easier access to project-related information.
A-Z project search	We’ve introduced an A-Z project search feature, offering you an additional method to find specific projects, regardless of region.
Improved project search	We’re now placing project names at the top of our project search results, making them easier to find and enhancing the efficiency of our search.

Investing in our website in 2022 has enabled us to meet the needs of stakeholders and colleagues in an accelerated manner, as well as avoiding additional costs that would otherwise be incurred from developing separate websites for each of our infrastructure projects.

We have further enhancements in the pipeline that will make it even easier to contact us and further improve our communication about projects which we’re excited to progress for stakeholders. We hope our most recent enhancements demonstrate our ongoing commitment to improving stakeholder engagement and providing digital solutions that work for everyone. Please explore our project web pages to experience our latest website improvements for yourself.

Leveraging cutting-edge artificial intelligence technology to help analyse stakeholder feedback.

Faster feedback analysis
To help inform our stakeholder engagement in relation to our Accelerated Strategic Transmission Investment (ASTI) projects, we have implemented a new secure artificial intelligence (AI) tool that can analyse stakeholder feedback received through our public consultations and in correspondence about our proposals sent to our Community Engagement teams. This new tool provides us with faster feedback analysis and allows us to take action more promptly, combining the strengths of AI-driven insights with the invaluable expertise and human intelligence of our people.

Ethical and accurate
To make sure our AI tool was ethically created and produces accurate analysis, our project team has collaborated with our assurance and legal experts to adopt best practice and follow the Information Commissioner’s Office (ICO) guidance on implementing AI. We would like to reassure stakeholders that we have conducted validation testing before implementing our new AI tool, to assist us in analysing stakeholder feedback, and that we have confidence in its outputs. Our testing involved providing the tool with various types of data, assessing its accuracy against human-led analysis, and ensuring objectivity. We have also conducted a data protection impact assessment and produced an AI checklist to support the embedding and adoption of this new capability.

Transparency
Trust and transparency are integral to our relationships with stakeholders. That’s why we have taken the extra steps of creating a new ‘AI Transparency Statement’ and refreshing our Privacy Notice on our website. These provide detailed information on how and why we utilise AI at SSEN Transmission, along with useful frequently asked questions. We’ve also updated stakeholder literature; our project web pages and online consultation forms to adequately signpost stakeholders to information about AI and their data rights. We hope these resources are informative and we will continue to update the information we provide over time.

Safe and secure
We’d like to reassure stakeholders that all data processed by our new AI tool will be kept within SSEN Transmission and will never be used to ‘train’ any external AI systems. Our tool is a private tenant AI, meaning it stays within our IT systems. We would like to inform stakeholders that we have also carried out successful cybersecurity testing on this new tool.

Inputting to Ofgem’s consultation on using AI within the energy sector
Based on our own lessons and experience with AI, we have responded to Ofgem’s May 2024 AI consultation which will help Ofgem understand its wider benefits and practical uses. We will continue to engage with Ofgem on this as things evolve.

Delivering for customers

Delivering an enhanced digital experience through our new Customer Relationship Management (CRM) system

We’re off to a flying start
We are making great progress delivering our new CRM system that is being developed to support our connections customers. In March, we achieved a significant project milestone as we started successfully processing new Pre-Application requests from customers within our new CRM. User acceptance testing was completed successfully, followed by training to our people. We have received very positive feedback from our Connection Offers Team about this new system functionality with the team highlighting more efficient processing of information and the benefits of having data and communications in one place already.

From a customer perspective, we are now scheduling Pre-Application calls with customers directly from our CRM after successfully integrating Outlook into the Dynamics 365 solution. Although we already receive excellent feedback about our Pre-Application journey, we’ve identified further improvements we would like to make which is why we will shortly integrate our online Pre-Application call request form (hosted and accessed via on our website) with our CRM system. Once complete, this integration will remove the need for our people to enter data manually from submitted online forms into our CRM, reducing administration and improving data quality. We are also beginning work on Applications and automating Competency Checks.

We are also...

Growing our in-house capabilities
We’ve onboarded more software developers to support our CRM project and increase our in-house capabilities, which is allowing us to deliver functionality at pace. This also makes for a closer working relationship between our IT and Customer Experience colleagues, as well as faster turnaround times for our incremental changes. We are currently recruiting to fill a new Customer Communications Manager role, which will include the crafting and management of various communications sent to customers including those triggered by our CRM and in relation to Connections Reform. The CRM project team is monitoring developments in Connections Reform as this will inform future functionality design and new requirements.

Providing valuable functionality in priority areas
We are currently establishing new CRM functionality that would be required to service customers later in their journey with us, including those customers who are in development, delivery, and those already connected to our network. We are also focused on new functionality that will enable us to migrate customers from our existing system to our new CRM. We will be utilising customer insights, survey results and operational feedback to inform our CRM product roadmap and help us prioritise high value functionality for customers and colleagues.

Collaborating on connections
On 24th April 2024, we held a joint in-person workshop with our National Grid ESO colleagues at their new Scotland office, just a short walk from our SSE office in Glasgow. Both organisations are keen to integrate their systems to support interoperability, data quality, cybersecurity and increase automation. This workshop focused on establishing our integration priorities and we agreed to work on Scheme Briefing Notes (SBNs), DRCs and Competency Checks. Our collaboration continues between our technical and project delivery colleagues.

Accessing digital services

Helping customers and stakeholders understand our digital services and keeping them informed

In celebration of Global Accessibility Awareness Day, we produced and published a new engaging video on our social media channels and posted a blog on our website to highlight the availability of the Recite Me assistive toolbar. We also seized this opportunity to inform our customers and stakeholders of just some of the recent technical improvements we have made to our website to make it easier to navigate and access information. Our recent website improvements and information will also be included in our summer newsletter which will be sent to over 3.2k stakeholders.

A new accessibility web page has been created on our website to help promote the availability of Recite Me and how it works to users of our website.

We will continue to produce engaging content like this to keep our customers informed of new digital products as they evolve and as they become available for the first time.

Equipping our people with technology that helps communities

Our stakeholders value our in-person engagement, especially within local communities, and we recognise that some of our stakeholders are not online. Earlier this year, we equipped our Community Liaison Managers with tablet devices to support and assist them in their community engagement activities.

“Making use of a tablet device has been very helpful when assisting members of the local community at our consultation events. It lets me respond immediately to someone’s request for help, I can annotate project maps and diagrams which aids conversation, and even share documents using AirDrop. It also lets us offer quality one-to-one support to people who are less confident online and help them navigate information available on our project web pages.”

Ryan Davidson, Community Liaison Manager

Accessing this document and other information

We understand the value of involving diverse groups of people in our work and the importance of being accessible and easy to deal with. As a stakeholder-led organisation that works to AccountAbility’s AA1000 Stakeholder Engagement Standard, SSEN Transmission is committed to continuously improving its stakeholder engagement practice and processes to make sure we are inclusive and accessible throughout your engagement with us. If you would like a printed copy of this document or require it in an adapted format, such as large print, please get in touch so that we can accommodate your preferences. We are proud to announce that we have achieved top-tier performance in stakeholder engagement for the third year running and our highest score yet, with our digital projects highlighted by AccountAbility as making an important contribution towards this.

When you visit our website, you can use a variety of support tools within the Recite Me toolbar to read and understand content in a way that works for you. Features include customisable styling features, multiple reading aids, and a translation tool with over 100 languages including 65 text-to-speech. Our website users can launch the Recite Me assistive toolbar by clicking the yellow treble-A icon on our website. For more information on Recite Me, please visit our accessibility web page.

Supporting communities through digital enablement 

On 25 April 2024 members of the Digital Programme team attended the Tech for Good Summit 2024 in Glasgow. The annual event is organised by the Scottish Tech Army and this year it covered a range of topics including the power of the tech for good ecosystem, charity experiences of implementing digital solutions, delivering value to employees and impact measurement. The Summit brought people from different sectors together with one clear focus: making a positive impact to society through technology. We are currently considering membership of the Scottish Tech Army Tech for Good Alliance which would see us offer employee volunteering days on tech projects and provide digital enablement training to members of the local communities in which we operate.

Requesting information

If you are unable to access our website or reach us via email and require information about our Products and Services, please call our External Relations Team on 0345 0760 530 or write to:

SSEN Transmission | Grampian House | 200 Dunkeld Road | Perth | PH1 3GH

This SSENT Digital Action Plan (June 2024) represents a full view of planned, ongoing and completed initiatives. There have been no projects deprioritised nor discontinued in the period. For detail on previous achievements under our Digital Action Plan initiatives, please refer to the previous iterations of this plan which are archived on our website. These are also available by post upon request.