One building and one heat meter

Speaking of savings, mentioning how heat energy is billed is essential. Billing the heat supplier based on the heat meter reading is relatively easy in public buildings. The problem arises in the case of multi-family residential or office buildings, where there is usually one heat meter for the entire building. 

How do you determine how much energy has been used in a particular room, and how do you fairly divide the costs between the different premises occupied by different people or companies? In addition, the energy consumption in common areas such as corridors and stairwells must be taken into account. 

Cost allocators and metered billing

The solutions commonly used by administrators do not ensure a fair allocation of costs in line with actual consumption. The simplest solution is to allocate costs based on the area of occupied premises. Each tenant, regardless of consumption, pays the same per square meter. This is not an incentive to save.

A second popular solution is heat cost allocators (HCA – Heat Cost Allocators) – devices mounted on radiators that count the units needed for heat cost accounting. This solution encourages savings because the less heat we consume, the fewer units will be charged. However, it is not an ideal solution. If our neighbor is very economical and has turned down the radiators, our bills will be overestimated because we “give away” part of the heat to colder rooms and warm up our neighbor through the walls. Premises adjacent to passageways and those on the top floor also need more heat to maintain thermal comfort. 

How do we share heating costs fairly in these situations? 

The concept of thermal comfort – a new approach to accounting for heat consumption

One could, for example, install separate heat meters for each flat. However, this is challenging because there are often several heating risers in one flat, which are shared by several floors. Installing a heat meter at each radiator, on the other hand, is not only technically difficult but also not very financially viable.

Can we do something about this?

A concept for solving this problem has been proposed by Veolia, one of the leading companies in the energy sector. What about billing heat based on thermal comfort, i.e., the temperature maintained in a particular room? This will encourage saving because even the neighbor next door will not do so at our expense if they decide to save too. 

The participants of the recently concluded XXX jubilee scientific and technical symposium “Spring meeting of heating engineers” could see how the concept of thermal comfort works in practice. 

Veolia presented its proposed innovative approach there and, using the example of a project to implement Nexo in one of the buildings of a housing cooperative in Łódź, showed the technical feasibility of its implementation soon, subject, of course, to the consent of the cooperative and the residents.

Nexo is proving to be an excellent tool for implementing this concept. It provides the operation of the thermostatic heads on the premises, collects the necessary data, and enables its presentation in an accessible form. Collecting data from terminal equipment is just a sample of Nexo’s capabilities. To share costs, it is necessary to have information about the building’s energy consumption. Nexo’s modular architecture allows various devices like heat meters to be connected and read. The data is read in real-time, just as the room temperature is monitored in real-time. With this data (and the corresponding algorithms), users receive a real-time forecast of heating costs. This approach allows monitoring of how temperature control in the flat affects savings.

Using an appropriate architecture, Nexo makes it possible to implement many ideas from the IoT area. We will be describing them for you.

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We already have a successful pilot of the solution, carried out in an office building. From December onwards, they will be tested by residents of a block of flats in Lodz. The apartments are equipped with thermostats, controlled remotely via an app (available for smartphones and computers). Users have several convenient options for ‘managing’ the temperature, e.g. setting a uniform temperature level throughout the flat or different values in each room. The app allows both ‘ad hoc’ adjustment of thermostats and planning of their settings (schedule for the day, week, etc.). Facilities also include. the possibility of creating a guest account in the app (so-called visitor account) – e.g. for a tenant who is renting a flat.

Traditional, manual adjustment of thermostats is also possible – the settings synchronise automatically with those stored in the app.

This is what the solution ‘looks like’ from the residents’ side. Its ‘back office’ is the infrastructure we have implemented in the building, i.e. the network that communicates with the thermostats. There is a control gate in each stairwell and devices on each floor to receive the signal from the flats.

Veolia hopes that the new, easy-to-use system will encourage residents to save heat – the effects can be assessed once the heating season is over. For the residents, it is – perhaps – an opportunity for lower bills, for the heat supplier to accurately analyse and plan energy consumption and, in the future, to implement similar systems on a larger scale.

The post Optimising energy consumption – a joint project between Veolia and ConnectPoint appeared first on ConnectPoint.

Leipzig is a rapidly growing center, especially in the field of digitalization and technological change. Among other things, the city is home to the Federal Agency for Disruptive Innovation SPRIN-D, which supports new technology initiatives – also financially. 

Stadtwerke Leipzig is Leipzig’s largest electricity, gas and heat supplier. Across Germany, they are among the ten largest companies of their kind. Stadtwerke Leipzig has achieved a spectacular digital transformation in a very short time. The company has been investing in high-tech solutions for several years, including renewable energy sources and heat storage. 

Stadtwerke Leipzig uses a modern IT infrastructure, both for customer service and its own needs within the company. ConnectPoint has supported the Stadtwerke in this process as a partner for digitalization since the beginning of this change. A partnership that has seen Stadtwerke Leipzig, which previously operated in a traditional model, become one of the most modern companies of its kind in Germany within two years.

Brillant Energie Enters the Market

Brillant Energie is a subsidiary of Stadtwerke Leipzig and one of the younger brands specializing in the provision of renewable energy. Initially, the company marketed its services through partner services, but two years ago it decided to launch its portal to sell its services and serve customers. 

Thus, the “Brilliant” project was launched. One of the company’s goals was to get the new website up and running as quickly as possible. We at ConnectPoint were there from the beginning, also because we had already proven our skills in the quick and timely implementation of a digital platform for the municipal utility (link under green text).

Brillant Energie wanted to offer its customers the following benefits: 

1. Brillant should offer customers the opportunity to save costs. The customer should be able to quickly and easily find and choose the tariff that is cheapest for them.
2. Brillant should be convenient. The customer should be able to book and manage their energy tariffs online, when and where they want.
3. Brillant should be easy to use. To this end, the portal should be clearly designed and easy to understand.

Online Support at the Push of a Button

The project results are impressive. Three “Brilliant” portals were created:

1. The Brillant landing page: it registers customers who want to use Brillant Energie as their electricity and gas supplier. 
2. The Brillant customer portal: it allows customers to access their contracts easily and quickly. 
3. The Brillant Wallbox: a service for customers who use charging stations.  

The portals impress with their user-friendliness and aesthetic design. Even the first steps with the service are simple: to check its availability, all you have to do is enter your postcode. Registration is not required (this is the law in Germany). There are several tariffs to choose from and it is easy to calculate which is the cheapest. Once the customer has decided, he can simply book and manage his consumption plan via the customer portal (change of billing address if he moves, contact details, etc.). All formalities, such as maintaining the supply when changing residence, choosing the payment method for services, canceling due to price changes, and much more, can be done easily and quickly – all online! 

“We wanted to move customer service to the internet via portals and we have achieved our goal. All our customers use this form of contact,” says the head of the initiative. “Of course, Brillant Energy also has a telephone hotline, but that is more for emergencies. It’s a second line of support.”   

The “Brilliant” portals have improved the quality of customer service and created the conditions for increasing the sale of services. “Since October 2020, the official launch of the portals, we have already acquired more than 7,000 energy customers and more than 20,000 gas customers. This is a fantastic result that we have achieved in such a short time and a difficult period for the industry,” emphasizes the head of the initiative. – “And we have an appetite for more!” 

What is Special about the “Brilliant” Portals? – The Technology View 

In short: reliable technology and consistently high quality. There is a lot of technology and know-how behind the portals that make them so easy to use for the customer and make the portals work flawlessly and quickly. 

The portals use the latest web technologies and were implemented by us on the Kubernetes platform. The application consists of Docker containers: Brillant frontend (TS/Js, CSS) and Brillant backend (Java). “We took care of secure and fast server solutions,” emphasizes software developer at ConnectPoint, who worked on the project from the beginning. “We also used CI/CD best practices, which streamlined the design work and thus enabled the portals to go live quickly.”  

A robust technology core, one of the design priorities, also contributed to the rapid launch of the sales offering. 

“Brillant Energie’s portals represent a transformation from the SAP world to a comprehensively different technological reality,” adds the head of the initiative. – “We have received a modern solution with innovative functionalities that fully meet customer expectations and regulatory requirements.” 

The Future of “Brilliant”

The story of “Brilliant” is far from over. At the moment, Brillant Energie is a local brand and the offer is only available in Leipzig. However, the future goal is to attract customers in Germany. We are preparing a rebranding of the portals as part of the new strategy. 

The solution we have implemented is fully scalable and ready to be expanded with new functionalities, more customers, or more requests if necessary. 

And that’s not all. Some functionalities can also be used in other business areas of the Stadtwerke Leipzig Group in the future and offer new opportunities for further success stories there.

The post „Brilliant” Customer Portals – More Quality and More Customers through Digital Transformation appeared first on ConnectPoint.

What benefits do our customers in the ceramics industry derive from implementing the platform?  

Before a finished batch of tiles arrives at the sorting plant, the raw material passes through several processing stages and machines like mills, mixing plants, presses, and the heart of the production process, the furnace. Each step generates costs – these are the costs of raw materials, the energy used, and the work of the operators and each stage can create losses. Their scale is easier to imagine, especially “against the background” of the size of the production machines: the mixers have a volume of several tonnes, and the length of the furnace is tens of meters. With such volumes, how can production be precisely monitored and losses avoided? Let us first look at the weak links in production in the ceramics industry. 

Weak links in the production process 

Customers have pointed out several such points to us. 

• Catching production errors too late – often only at the next production stage.
• Lack of knowledge of what production stage a batch of tiles is. 
• “Burning through empty minutes”. – The furnace is running but is empty.
• The machines are outdated – the simple design makes metering impossible.  
• Negligence on the part of the operators and the inability to control them – especially when reports are not completed regularly.  

It all starts with the operator. 

One of the duties of the machine operator is to complete reports regularly. Unfortunately, it happens, especially on night shifts, that the employee “does” all the paperwork for the last half hour. “Paperwork” in the literal sense because the records of the machine’s work and all measurements are kept in the form of notes on cards or in notebooks. There is no way to keep the operators accountable for regularly completing the reports; as a result, there is a lack of step-by-step data on the production process. Real-time monitoring is out of the question in such a mode of operation.  

The Smart RDM platform dictates the time to complete and send the report, so the operator must take a specific number of measurements per shift. The operator sends the data, and the system records it, creating an accurate and – notably – reliable history: the system can reject a report that is not completed according to standards. This is possible thanks to so-called forms, which allow data to be manually assembled in Aveva PI System (formerly Osisoft PI) (we described them in a separate article). Depending on the machine, it is possible to partially replace the forms with a so-called auto-complete mode (machine readings are taken automatically, and the operator only enters the name, confirming the task).   

The data is the starting point for the calculations made automatically in the system.  

From paper factory to real-time monitoring 

This way, the entire production can be transferred from the notebooks to the system, and all data will be stored in one place. From then on, you can keep track of current and historical production data from every stage. The more data we collect, the more accurate it is, and the greater the certainty that errors can be quickly caught, machines adjusted, parameters changed, and losses reduced.  

The heart of production in the ceramics industry is the furnace, and it is the most costly, especially when it is operating without raw materials. Empty minutes bring the most significant loss, which is why it is essential to calculate precisely when a batch of tiles will leave the furnace and free up space for the next set. Such calculations are possible based on precise historical data – if the number of wafers that enter and leave the machine at each stage is given in advance. In the event of a possible loss, it is possible to determine the size of the loss and attribute it to the operator or hourly shift. Evaluating the efficiency of the furnace (and other machines) also means controlling gas and electricity consumption.  

Smart RDM as a data integrator 

We already know that Smart RDM enables monitoring of the production system and that the quality of this monitoring depends on the data that feeds into the system. Smart RDM is also a data integrator – it collects data from automation, production, and ERP systems. Thus, production monitoring is literally the monitoring of an order that comes out of the ERP system and is ‘mapped’ by Smart RDM to the different stages of production.   

Communication between Smart RDM and ERP is bi-directional: RDM takes order data from ERP to produce a specific batch of tiles, then ‘exposes’ the data to ERP to feed the cost accounting module. In this way, we get a summary of the execution of the order (e.g., a particular batch of tiles had specific losses at specific stages, what was the cost of production, how many tiles were planned, how many were lost at distinct stages because they broke, a human error happened, production parameters were wrongly chosen, etc.).  

The factory as it is 

When production data is collected in notebooks or distributed in Excel, monitoring would have to take the form of a manager walking around the entire plant, from machine to machine. This is unlikely to happen. With the Smart RDM platform, the manager can see the whole factory through visualisation on a computer screen and click through all production stages up to the sorting plant. Admittedly, at this last stage, no machine or system can replace a human and assess whether a tile is perfect, whether it has a scratch, and whether to classify it as grade 1, 2, or a reject. We can, however, feed the information from the sorting plant into the system. In this way, a manager who is just looking at production from behind his desk will see in Smart RDM what batch number of tiles is in the sorting plant at any given time, what was there an hour before, what is just on its way and what is leaving the sorting plant. 

Trolleys instead of conveyor belts – under RDM control 

Although each industry faces typical challenges, companies can organise production in their way. We can then tailor the operation of the Smart RDM platform to individual needs and process specifics. For example, one of our customers in the ceramics industry uses self-propelled trolleys – these are used instead of conveyor belts. The trolleys are crucial for production at this plant, and their system can be likened to a bloodstream: the stock of tiles accumulated on the trolleys keeps production going.    

The customer needed more control over this system, as information about the batch of tiles loaded onto the trolley was recorded manually on a piece of paper and passed from station to station. Now, all the information is provided by the Smart RDM platform and is visible in the system: which batch of tiles is on a particular trolley and which machine it goes to. We show precisely how the product goes through the production stages: from the moment the order number appears until the finished tile is burnished.  

Other functionalities on request 

Sometimes old machinery is used in factories, for example, in the processing plant. We encountered a situation where the raw material level in one of the giant tanks was measured manually using a rangefinder. We plan to modernise the taking of these measurements with the Smart RDM platform, which will calculate and report the status of the tank – based on its size and the number of tonnes going into it. 

We can monitor any machine or so-called nest, i.e., the workplace of one operator. A nest can be a furnace, a press, etc. It all depends on how the client wants to report it. 

Summary  

How is production monitored at your facility? Do you see similarities to the process we have described? Please share your experience with us!  

The post Smart RDM – monitoring and much more in the ceramics industry  appeared first on ConnectPoint.

Authentic active listening is the foundation of effective communication. It encourages focus on the speaker’s content, emotions, and body language. Empathy, authenticity, and respect for the speaker are values that we can draw from Japanese culture. In the spirit of active listening, the Japanese tend to avoid evaluating the speaker’s words or interrupting them with suggestions. How can we benefit from applying these values to multicultural Scrum Teams?

There is no doubt that people coming from different cultures, as is the case in software development teams, see, interpret and evaluate differently. Consequently, they make different choices. In the case of multilingual Scrum Teams, the process of coding and decoding symbols and messages is tied to each individual team member’s background. 

Consequently, the effort to actively listen in multilingual teams is much greater than in monolingual ones. On the team level and in the relationship with Stakeholders alike, there are also many “variables” that can disrupt the process. This, of course, has an impact on the delivered product or solution. If we take into account Lasswell’s model, it becomes clear that the communication process itself is complex, even in just one language and culture:

If cultural differences, different languages, emotions, haste, fatigue, varying levels of product knowledge, and software development difficulties are added to this model, teaching active listening techniques can serve to solve problems more effectively. It will also reduce stress and lead to the more regular delivery of functionalities.

How does one build a common language?

For the purposes of this article, let’s assume that our Scrum Team has Polish Developers and Scrum Master. The Product Owner and Stakeholders are German, and the product is developed for that market. The business language, the lingua franca, is English. In this complex case, for any interaction to take place at all it is the individual team members who must have at least two specialized languages and two specialized cultures (Polish-English and German-English). On top of that, they must be able to connect between the languages and cultures in the specific context of a single Sprint. To do this, they use business language, a specific variant of English, in the use of which the emphasis is on the content rather than the form of the language. So, anyone who fears that their language competence is not sufficient should understand that IT is all about the specific use of language for common communication. It’s little use graduating in English with honors and mastering the intricacies of grammar and syntax. Instead, you will have to learn an idiosyncratic, specialized language “co-created” by the individual team members: Frank, Bjorn, or Oskar.

Lingua franca – Frank’s lingua?

Business English, a lingua franca, is a relatively autonomous linguistic creation in which there is a transfer of relevant grammatical, semantic, syntactic, and pragmatic structures from the national language. If we stay with our example, Polish for Scrum Master and Developers and German for Product Owner and Stakeholders. Therefore, the languages produced by team members are either similar or different. The closer the languages are on the genealogical tree of languages, the less noticeable this difference should be. To this conglomerate of specialized languages, dense as the tasks piled up in the backlog, one should add certain abbreviations, terms, phrases, vocabulary, and terminology related to software development and management specific only to the IT industry and the given company. So what “language creation” the team will ultimately use depends on the type of work the team is doing and the company model.

Any junior or new specialist in a particular field, wishing to become a member of such a team, will have to fit into the convention chosen by the company and the team within formal and less formal communication structures. Only then will they be able to co-create a “community of practice” and, so to speak, a “common repertoire,” which is really a mini-specialist language and a kind of specialist culture.

Getting to know the “common repertoire” may give rise to all sorts of distortions at the level of understanding the sender’s intentions or needs. Other times there will be problems with the messages – they will be too long or badly worded, or, for example, manipulated by the perceptual filter of the recipient. Things won’t be made easier by communication noises in the “communication channel”, nor at the level of specialized language: unclear pronunciation, mispronunciation, superimposition of the native language on the lingua franca, mishandling of terminology, technical language, or use of linguistic calques. If we add the stress caused by the fear of correct interaction and emotions, the obstacles to understanding the correct message start to mount.

Hear what is being said – it pays off

The ultimate goal of active listening is to foster positive team change by creating communication bridges. Proper understanding of each other by members of multicultural teams is crucial for the product or functionality delivered.

As Kubota, Mishima, and Nogata’s [2004] study also shows, managers who learned active listening were much better at supporting employees. They also created a much more safe and more empathetic environment for sharing the challenges of work. That’s because when a listener takes care of the speaking space by reducing or eliminating questions, it leaves room for silence. Silence, in turn, gives space to process what has been said; to work through one’s thoughts, and figure out what solution to choose in a given case. An active listener must also have good intentions, and be “tuned in” like a decoder to the information being conveyed, as well as to the way it is given. All non-verbal cues enter into this process: tone of voice, facial expressions, body, and speed of speech. These can often be incompatible with the message being transmitted. The listener’s body language is also essential. In the age of video conferencing, this is particularly salient. If the listener has the camera on during the meeting, maintains eye contact with the speaker, has appropriate facial expressions, and shows attention, only then can we talk about attentiveness. This is the first step to the formation of understanding and, over time, trust that builds sincere and open communication.

In summary, why not teach active listening techniques in Scrum Teams? After all, in a complex work environment, they contribute to supporting Scrum’s core values. Moreover, as Bauer and Figi’s [2008] in-depth study of active listening among IT professionals indicates, these techniques also have positive implications for other forms of communication, such as more effective instant messaging.

References:

1. Rogers, C. R., & Farson, R. E. (1987). Active listening. In R. G. Newman, M. A. Danziger, & M. Cohen (Eds.), Communicating in business today. DC Heath & Company.

2. Bauer, C., & Figl, K. (2008). ‘Active listening’ in written online communication-a case study in a course on ‘soft skills’ for computer scientists. In 2008 38th Annual Frontiers in Education Conference (pp. F2C–1). IEEE.

3. Kubota, S., Mishima, N., & Nagata, S. (2004). A study of the effects of active listening on listening attitudes of middle managers. Journal of Occupational Health, 46(1), 60–67.

4. Zając J., ‘Specyficzna komunikacja multikulturowa i multilingwalna w korporacjach globalnych’, Wydawnictwo Naukowe UW, 2013

5. O’ Bryan A., ‘How to Practice Active Listening: 16 Examples & Techniques’, 2022.

Katarzyna Młynarczyk

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Smart validation is necessary to achieve satisfying data quality. Smart doesn’t automatically mean the usage of advanced machine learning algorithms. Firstly you should try to use arithmetic methods: mathematical, physical and chemical formulas and industry knowledge.
Smart validation doesn’t automatically mean the usage of advanced machine learning algorithms. Start with physical, mathematical.

This task requires proper tools such as cloud analysis programs. The chosen analytical tool should be designed for time-series data (many readings from a single device), enable usage of various algorithms from simple calculations to advanced statistical methods and be intuitive and scalable.

It is worth noticing that popular Excel doesn’t meet these conditions. Among our solutions, we offer Smart RDM Data Science Platform in Azure cloud and partner’s tool Seeq.

Where do data errors come from?

There are a few causes of bad quality data. Among them we can list improperly executed software installations, that result in errors or inadequate handling of some events, e.g. wrong configuration of DCS/SCADA system.

Another cause may be problems at a systemic level. When the source of data is a telemetric system, then readings are taken from real devices. Devices, as we know, like to break, so often errors develop already during the measurement stage or while transmitting value. Common occurrences are, for example, transmission errors, data gaps and incorrect values – reading anomalies. Sensors can get damaged, which results in the reception of absurd values.

The data transmission system can also be damaged itself, if it was incorrectly scaled or in which a device was replaced. Another cause of bad quality is a change in data format, that influence sources or target data warehouses.

Stages of data clarification

Collection of comprehensive data is impossible, so how we can clarify the data, so it won’t lead us to false interpretations and conclusions? We need to go through the process of data clarification:

1. Identification – we want to know precisely, which data comes from what device. For example, one substation can have five temperature meters and two flow measurement sensors. We cannot randomly use data provided by the fourth meter if we needed records from the first meter. We need to know, which is which. To achieve this, we attribute data to devices, so it is possible to identify them correctly. We organise it in a tree structure.
2. Harmonisation – devices from different manufacturers use different encoding, ways of transmitting data or even units. The goal of harmonisation is bringing all data to a common format and introducing nomenclature based on normalised encoding system.
3. Data completeness verification – we need to make sure what parts of data are missing and why. There is no point in estimating readings for a device, which in a given moment was intentionally turned off, for example, to undergo maintenance. Identified data gaps that require filling are estimated in the next steps of the process.
4. Filling missing data – to achieve this, we may use different methods: starting with arithmetic, through statistical, to machine learning.

In the case of the arithmetic methods, we calculate missing data based on remaining data using simple mathematical operations, physics equations etc. We can also use linear approximation, where we connect dot-to-dot the last data we had, with the first that appears. Using linear approximation is simplest, alas it often leads to errors.

That is why it is statistical methods are popular. We calculate what values theoretically should occur in a given place using historical data and advanced mathematic modelling. These methods are particularly useful in case of phenomenons, which we aren’t able to describe with arithmetic formulas. For example, we can use it when we want to find dependency between the wind’s velocity and vibrations of a turbine that is placed on a wind farm in proximity to other turbines. Then factors such as the direction of the wind gain significance because turbines obstruct each other and disrupt the wind flow.

Finally, we can use machine learning models. These models learn how devices behave typically based on historical data. Based on events analysis, that occurred in history, the model tries to foresee how machine acted in periods, where there are data gaps. There are many algorithms that you can use that are already prepared or create your own.

There also exists an alternative method: surroundings analysis. In a given location, we can use data from adjacent and similar devices. For example, when we know, that the buildings stand next to each other, we don’t have to calculate the ambient temperature statistically – we need to “take a peek at our neighbour”. We build a logic based on a system, that will calculate parameters based on the behaviour of a whole family of similar objects in direct proximity. This is the most advanced approach.

At this stage, we have a complete signal. In the next steps, we will check it’s correctness.

5. Validation – among our data, there might be false values. This data is technically correct but doesn’t fit logically. For example, we know that the reading of temperature outside in winter in London cannot be 120 degrees Celsius.

Here, again, firstly we use mathematics to determine validation rules like we agree, that the temperature outside must be between -50 and +50 degrees Celsius. We add a rule that data outside this scope are incorrect.
Now it is us who create gaps, that we will later fill. We check, if data is in a reasonable scope, or if values don’t change too quickly. All data outside the range we consider incorrect.

Furthermore, we can use physics or chemical models to exclude incorrect values. We input data into the equations, and we delete ones, that don’t give correct outcomes. Later, to supplement these values, we repeat the step with filing data. Depending on the complexity of data and dependencies, we use mathematics, statistics and machine learning.

In validation, we also use industry knowledge to accurately model the behaviour of a given device. For example, meters have specified maximal range, after which they turn to zero and start counting again. Thanks to experts knowledge, we can set a validation rule, that searches for such “turns” and lets correctly track the data growth.

After completing all these steps, we get a clear signal. Our correct data now lets us build advanced models based on sophisticated analysis such as predictive maintenance, for example, to reliably forecast energy demand or current diagnostics of the device’s operation.

Historical data

With mathematical and physics models, we don’t need a history of measurements to do calculations. But in the case of statistics and machine learning, historical data is necessary. The more past values we have, the more efficient our validation will be.

Learning models aren’t foolproof; that is why they are best used as supporting, not decisive systems. However, the more historical data such a system will ingest, the more reliable and precise it will be.
To process historical data in the context of validation, you need dedicated solutions such as Smartvee or Seeq, which are prepared to analyse time-series data and let use analyses on the various complexity level.

Why isn’t machine learning the primary method?

Machine learning won’t substitute thermodynamics, physics or mathematics. It is essential to get a good understanding of a phenomenon, which we model. The building of a system should begin with a description of known events with, what we know from chemistry, physics, biology and other branches of science. Only after this, we can include machine learning algorithms.

To achieve this, we start with business workshops with teams that deal with infrastructure and devices daily. At the workshop, we can revive together the data, assess what phenomenons occur and ask for causes of anomalies. We include engineers, data sciences, business owners and subject matter experts with technical knowledge.

The algorithm doesn’t always do well with new problems. That is why learning models should focus on modelling things, that we can’t describe with equations. With less complicated processes, these methods are sub-optimal.

Effects of data validation

Clarified data is an excellent basis to do further analyses, like a prediction of energy production, usage of resources or planning maintenance. Unfortunately, some companies try to skip the step of data preparation and jump right into analysis. Remember that you can’t prepare a reliable analysis without good quality data.

In ConnectPoint, we offer the complete solution: from gathering data to advanced analysis. We build comprehensive Data Repository that identifies and harmonise data. Then we subsequently build analytical layers on it, that are best suited for our customers’ needs. Write to us to learn more about how can you better the data usage in your organisation.

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Changes like these are driving the industry transformation to be more sustainable. At the same time, new dispersed renewable production equipment and recycling systems can pose a threat to existing old technical and management systems. To deal with that, utility companies have to be able to actively manage the network and account for all these changes and regulations.

But this revolution is only possible because of new digital technologies. Every piece of owned equipment has the ability to provide us with data. We can treat technology as our ally and use the data for system transparency, optimisation and maintenance. Digitalisation is driving sustainability and can help you accelerate towards your goals.

Transparency

First of all, to transform your operations, you need to know where you stand and where you are heading. For that, you need a Central Data Repository. Without it, your organisation may get lost in new systems, new programs and new projects that are not connected, and you can lose a deep understanding of your resources.

Then on top of the system, you can prove easy access to a simple presentation of infrastructure performance combined with sustainability indicators. This information can be shared with employees and residents to build trust and interest.

To enable it, it is necessary to connect and contextualise data and then use Business Intelligence tools to visualise your sustainability indicators clearly. Relevant data can also be fed to artificial intelligence algorithms to provide advanced analytics.

The goal of the system should be to connect people with trusted information and insights so they can work on solutions should be your main goal. These insights will drive relevant projects for your transformation.

Optimisation

One of the challenges faced by the industry is that utility companies manage scarce and core resources (like water) for society. This task requires now more than ever an enhanced efficiency.

You can improve operational efficiency and decrease carbon emissions with the right digital technology. Instant reaction to network failures, predictive maintenance, and production planning based on data all can heavily influence your sustainability indicators.

In ConnectPoint, we experienced it while working with district heating company Veolia Warsaw on a digital platform with real-time anomaly detection to maximise the efficiency of the second largest distribution network in Europe. We managed to improve reaction time to failures and, as an effect, decrease its carbon emission by 14,5k tons. You can read more about this project in our case study.

Partner in the sustainability journey

ConnectPoint is an IT company supporting digitalisation in the industrial, energy and utility sectors. We combine industry expertise with advanced technological knowledge. Our customers range from major multinationals to local energy, water and heat providers.

We have worked with city utilities for the last ten years. We believe that the first step towards responsible operation is understanding the network and connecting with workers. To achieve that, cities need to start their transformation with a focus on digital skills and proper connected data infrastructure.

You can learn more about our projects with city utilities here.

The post Serving customers and the planet – How to drive sustainability transformation in Utility companies appeared first on ConnectPoint.

• the district heating, which includes nearly 400 licensed companies (above 5 MW in a heat source) and an unlicensed part, with total heat production of approximately 400,000,000 GJ/year
• heat production for own needs or in a neighbourhood manner (small heat sources for one or several buildings and agriculture) with a total heat production of approx. 500,000,000 GJ/year
• industrial heat production for own use – approximately 200,000,000 GJ/year

Therefore, we are talking about 1.1 billion GJ of heat produced annually in Poland for residential, production, commercial and agricultural purposes. Of course, this figure also includes heat losses in the transmission process and the internal needs of heat sources.

Suppose we assume, with a high degree of approximation, that the unavoidable losses and internal needs of heat sources are at the level of 15-20%. In that case, we are dealing with a heat stream of about 900 million GJ per year, which is the basis for optimisation and savings.

Of course, depending on whether we are talking about an organised part of the heat market (district heating, primarily licensed and industrial) or individual heat production for personal use, the possibilities, scale, time and instruments for achieving savings will be different. We will not always want to use advanced IT systems. However, such support seems necessary for district heating, industry, and, more broadly, cities.

The segment of district heating, which is an organised part of the heat production and supply market, is much more diversified than the electricity or gas segments. This is due to the specific nature of the heat sector – the ownership structure of enterprises, their size, the profile of heat consumers, the fuel mix used to produce heat and the competitive pressure on the local market are all different. Often, a heat producer is not simultaneously a heat distributor. Above all, the heating industry is inextricably linked to the heat source and distribution system location, so it is inherently local. And this is the most significant difference from the other two sectors of the energy market.

But is this a disadvantage or an advantage? And how to wisely use the “local” aspect of district heating in the energy transformation of Polish cities? And finally – how can the support of appropriate IT systems help in this transformation?

Why does the industry need to change

To answer these questions, we need to understand where the heat market is today and what kind of changes we are facing – natural and forced. We have already been in the transformation process for several years and, in connection with the Russian aggression against Ukraine, probably on the eve of drastic changes in the heat production and supply market.

This accelerating change results from the need to free ourselves from fossil fuels coming from Russia, the consistently implemented climate policy of the European Union, the development of RES technologies and changes in consumer habits.

Before the outbreak of war, a turning point began for district heating in Poland, which was associated with ambitious EU programmes – Green Deal and later Fit For 55.

Compared to any period in the industry’s past, one could mention the late 1990s, when the regulations imposing new heat supply settlement obligations and heat tariff approvals came into force. We dealt with a kind of revolution, which led to a sharp reduction in the ordered capacity and consumers’ heat demand. This was a significant step towards the profound restructuring of heating companies and modernising sources and networks.

However, heat suppliers were the active and dominant party at that time, imposing solutions and shaping these changes. Now it is often the other way around – the consumers are often ahead of their heat suppliers. Their awareness and needs regarding the use of heat are changing quite rapidly. They have new technical and financial possibilities, which allow them to invest in their RES sources and force changes in heating companies. Saving and ecology are “in”.

Technological progress is incredibly dynamic. Only ten years ago, “solar panel” was associated mainly with hot water heating systems. Heat pumps were an extravagance in Poland.

Today we are already producing electricity from PV installations on a massive scale, more efficiently and cheaply, and heat pumps are widespread. The following technologies are waiting in line, so to speak – perovskite panels, hydrogen technologies, micro-wind installations. A significant proportion of heat consumers will slowly become independent of electricity and heat supplies from the system.

In addition to new power generation techniques, the development of short-term and seasonal heat and electricity storage technologies is inevitable. At ConectPoint, we are currently participating in a Research and Development Project with support from NCBiR (National Centre for Research and Development), focusing on heat and cold storage.

At the same time, the demand for heat will be reduced through intensified investments in the thermo-modernisation of existing buildings and the development of passive construction. This is a necessary and most desirable direction because we should start saving heat first of all.

For many existing consumers, particularly those in the small building, commercial and retail segments, but also public buildings, district heating may soon become a supplementary, peak source.

It is, therefore, necessary to quickly change the often relatively narrow perception of their role in the heat market by heating companies. Local heat suppliers must get out of the comfort zone, which for many years has been provided by the certainty of heat supply and a steady process of connecting new customers. These consumers will not diminish in terms of numbers, but they will start to consume significantly less heat. The volume will be decreasing despite significant investments in network development.

District heating companies as leaders of positive change

It is essential to participate in this change actively. District heating companies can use their potential and position in the local heat market to take on the role of creators of district heating policy, or energy policy more broadly, in a given city.

Of course, fate has not been in favour of district heating companies in recent years – the challenges posed by the necessary modernisation of heat sources and the situation in the fuel and CO2 emission allowance market have made the profitability and condition of the industry weak. But this does not mean that one can stand still; quite the contrary. Anyone who does not take advantage of the opportunity now and does not offer new services to their customers will lose market position.

It is also necessary to widen the circle of customers to include those who are not, and will not be, consumers of district heat by doing other business with and for them. Already, many companies offer heat consumers in the city, housing cooperatives, industrial or public clients, services in heat consumption optimisation or heat generation from RES. Often this is in the ESCO formula, using the income from the acquired “white certificates” to cover the investment costs.

Why do heat suppliers themselves very rarely do this? Fear of losing revenue due to demand reduction is a bad advisor. Heat consumers will sooner or later reduce their heat consumption. So it’s better to participate in this process, be a moderator, and partially offset the loss of revenue from the sale of heat with income from, for example, an optimisation service. In addition, you can obtain efficiency certificates and use such activities to strengthen your position, marketing and social activities.

It seems evident that district heating can and should be an integrator of local, municipal actions aimed at satisfying the energy needs of cities’ residents. With the active participation of district heating companies, energy management plans should be drawn up and constantly updated in municipalities or cities. Low-carbon plans, heat maps, urban planning – all these activities should be coherent, and the district heating company can play an active role in all of them. Cooperation between the municipality and the district heating company is often natural, as a large part of this sector is owned or co-owned by the municipality. This should result in mutual trust and a willingness to deepen cooperation in the local energy market.

The power of cooperation between municipalities and district heating companies

In times of crisis in the fuel market and the urgent need to move away from energy sources from Russia, it is important to use available resources and means of production as efficiently as possible. But it is also essential to change the habits of city residents and create energy and environmental awareness.

To build an efficient energy system for an entire city, it is necessary to obtain and analyse vast amounts of information and use it appropriately. Nowadays, we can easily gather massive amounts of data on residents’ daily behaviour and needs and urban infrastructure. The support of IT systems is necessary for effective mass data acquisition for analysis, and then to define directions for optimisation and finally to supervise complex processes.

Digitalisation is essential. Utilities can be a trusted partner that can securely use this data to make life more convenient for city residents, public entities and businesses. And importantly, more environmentally friendly.

To achieve maximum impact, our massively collected data needs to be put to good use. The combination of graphical geographic information, SCADA systems, and analytical and billing systems is usually the main focus of the IT in district heating companies. We can use cartographic, urban and planning information held by municipalities. We can extend the analysis with a multitude of information possessed by other infrastructure companies and city residents.

Is it possible to combine all this into one efficient and secure data system? Is it possible to use all this data to conduct multidirectional analyses and prepare optimisation plans for, for example, the local heat market?

Of course, it is possible, but cities still have a long way to go to achieve this. It seems, however, that there is no turning back. The idea of the SmartCity has been known for many years. An essential element of such a modern city is undoubtedly economic energy management.

District heating needs to take a broader view of the urban energy market. A change of mentality is necessary to recognise that there are consumers as well as producers of heat and electricity inside and next to the current heat distribution system in the city. The development of RES, the recognition of waste heat streams from production processes, and the storage of heat or electricity in micro-installations – these are trends that are gaining momentum. The heating industry and the cities themselves cannot underestimate them. They must take advantage of them.

The heating companies, acting in their interest and, as it were, on behalf of the cities, should obtain and analyse data on the energy needs of the inhabitants and the energy generation facilities for all the facilities in the city.

The heat from renewable energy sources

A district heating network can successfully support the operation of its source with such external heat streams. It can also be a “battery” for the surplus electricity produced by PV installations, especially since the low-voltage power grid is inefficient in many places and cuts off PV installations during sunshine peaks. This represents a measurable loss and a reduction in the planned energy flow, which could be used at other times of the day or year.

One can imagine a system of mutual benefits between the prosumer PV and the district heating company. Photovoltaic installations in combination with efficient heat pumps are becoming more common, and then the local district heating network can receive surplus electricity as heat.

In my opinion, it is possible to adopt a trading arrangement on similar principles as for electricity i.e., e.g. 70/30, smart metering systems that would account for the purchase and sale of heat at a single point of connection and the subsequent collection of “surplus” heat in winter. Regulatory changes would be needed, including the construction of heat tariffs, but this is the future.

Of course, this requires a revolution in district heating systems towards standard 4.0, i.e. low-temperature systems, if only island systems for a start. An indispensable aspect of this transformation will be to have a flexible heat source capable of adapting to cooperation with dispersed, prosumer sources.

The efficiency of systems drives digitisation

It will be challenging to move forward without advanced IT tools and systems. Digitalisation offers an opportunity to optimise and streamline heat production and distribution processes as much as possible. This is important when the reality around us is changing very dynamically.

The vision of significant savings can inspire a company’s implementation or development of digitalisation. But it’s not just about buying software. It has to be a tailored, optimal product. Such a product and implementation can maximise these expected ‘savings’.

In ConnectPoint, we are convinced that the advantages of AI and IT systems must be combined with the experience and “feel” of the company’s technical staff. This is the best recipe for implementation success, for matching the software to the needs of the company and the people working in it.

At the same time, having a solid technological foundation, experience from other implementations and basing on good cooperation with the customer, we can successfully implement advanced technologies such as Predictive Maintenance, Digital Twin or reliable production forecasting. This can lead to a level of operation and performance that meets the ambitions of the business and, at the same time, the expectations of customers. Now and in the future.

ConnectPoint’s mission is to provide organisations with a single ‘source of truth’ about their infrastructure. We prepare a trusted platform with the operational data businesses need to succeed in digitisation. This includes real-time monitoring and automation of reports prevalent in the organisation, such as shift reports or production and sales analyses. The aim is to make processes transparent, eliminate the duplication of work, and provide tools and analyses to optimise operations further and create future objectives.

We already offer software that supports the optimisation of production, distribution and heat consumption in buildings. Our system is flexible and allows supervision and analysis of various heat, energy and media streams, as well as related technological and business processes. We provide tools for mass handling, i.e. for enormous amounts of data. We can provide software for heat consumption optimisation in one or several buildings and for the entire source-distribution-consumption system.

These are the foundations for building a more extensive system that meets the challenges described above. It is an essential contribution to the transformation of district heating companies to the 4.0 standard and ultimately to building a coherent and modern Local Energy Market in each city. A system in which the local district heating supplier will play an important role.

At ConnectPoint, we can help you to achieve this.

The post Digitalisation is the key to the transformation of district heating appeared first on ConnectPoint.

At the same time, new technologies are becoming commonplace in municipal enterprises. The availability of new solutions combined with low-cost devices makes digitalisation an attractive way to decarbonise cities and improve living comfort. Digitisation provides an opportunity for utilities to tailor their offerings to meet customer expectations now and in the future. This flexibility is important when the reality around us is changing very dynamically.

Unfortunately, an increasing number of Stadtwerkes cannot meet customer expectations. They lose them to dynamically developing suppliers that can build a more appealing offering. The most important competitive advantage of the new players is their ability to bring technically innovative products and offerings to market promptly.

How to build a Digital Strategy to make good use of these opportunities?

Our company ConnectPoint supports the process of digitalisation in the industry, energy sector and public utility segment. Our customers range from major multinationals (RWE) to local energy, water and heat providers (Stadtwerke Leipzig, Veolia Warsaw). Our tested approach to this can be visualised as a pyramid.

The base is a Central Data Repository (CDR). It provides structured data for further use. Most importantly, it enables sharing of information and functionality throughout the organisation and integrates disconnected IT systems. In CDR, we collect and manage data from operations (SCADA, IoT, sensors), market data and business data, and we give processes a data context. The CDR allows us to manage and analyse data on a truly massive scale.

On top of CRD, we build digital services starting from real-time monitoring. Then we move into automatic reporting and expand into advanced analytics and optimisation.

The inspiration for your digital journey can be a vision of changes that AI can inspire in your operations – in production, distribution and customer service processes. At the same time, only with solid fundaments, we can successfully implement advanced technologies such as Predictive Maintenance, Digital Twin or reliable Production Forecasting.

The truth is that with well prepared real-time data, you can benefit from any of the mentioned technologies in different areas of the company:

• Optimise water distribution;
• Forcast energy usage or production for the next few days;
• Work on the energy efficiency of your operations;
• Monitor and influence consumer behaviour on an ongoing basis.

You pick your priorities, and we focus on delivering the suitable algorithms to meet your unique needs. Our team of Subject Matter Experts, project managers and technical experts will support you in the whole journey: from data sources audit to implementation of advanced analytics.

Stadtwerke Leipzig Journey

Stadtwerke Leipzig was one of the companies that went through the whole digitalisation journey with us as their technical partner. We helped Stadtwerke Leipzig become a digital organisation within a short time (24 months).

Today, Stadtwerke Leipzig can boast of being one of the most modern companies of this type in Germany. Together we developed an infrastructure (technical and design) that enables new functionalities and allows us to deliver new products to the market in an unprecedented time and budget. Now we focus on joint R&D work to bring top sustainable innovations to the city. We are currently working to develop a solution with IT support to deeply optimise heat supply to reduce the use of natural gas as much as possible.

„ConnectPoint was our first choice for building our flexible digital platform. They have mastered the latest technologies that we need in our municipal utility environment. In joint teams, we are driving forward the digitalisation of our various services in Leipzig. Thanks to their industry expertise, they also have a deep understanding of many areas of municipal utility operations. They can recommend custom-fit solutions and then implement them with us. I appreciate the professional as well as collegial cooperation with ConnectPoint and their reliability in delivering the projects on time.” – Uwe Fisher, Divisional Head IT Stadtwerke Leipzig.

Technical Partnership with ConnectPoint

Our mission is to provide organisations with a single source of truth about their infrastructure. We prepare the trusted operational data layer that our customers need to succeed with digitalisation. This system includes real-time monitoring and automation of widespread reports in the organisation like a shift report or production and sales analyses. The implementation aims to make processes transparent, eliminate duplication of work, provide tools and analyses for further optimisation of operations and create objectives for the future.

You can learn more about our projects with city utilities on our Implementations page. We encourage you to contact us directly and arrange an appointment through the form on the website.

The article originally was published in Polish in Kierunek Energetyka.

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