It is during the contracting stage that problems that previously went unnoticed often emerge: missing data, outdated documents, discrepancies between the offer and the contract, or incomplete authorizations. With a few new contracts, these can be corrected manually. With dozens or hundreds, such irregularities begin to slow down the entire sales process.

A stable market translates into a greater willingness of customers to switch suppliers and enter into new contracts

According to the President of the Energy Regulatory Office (URE) No. 29/2026, the average selling price of electricity on the competitive market in the first quarter of 2026 was PLN 486.14/MWh. This was less than 2% higher than in the previous quarter and almost 2.5% higher than in the same period in 2025. Therefore, prices can be considered relatively stable during this period.

Price data alone, of course, does not determine the number of contracts concluded. However, they do show that after a period of very high volatility, the market is operating in conditions in which retail energy suppliers can once again focus more on developing their offerings, expanding their product portfolio, commercial activity, and customer acquisition.

During such periods, the ability of an organization to efficiently and en masse guide customers through the process of entering into a new contract, from accepting the offer to reporting a change of supplier, becomes particularly important.

The customer’s signature does not end the sales process

From the salesperson’s perspective, the most important moment in a sale is the signing of the contract. From the perspective of the entire organization, however, this is only the beginning of the operational part of the process.

Before a new contract is submitted for execution, the back office team must, among other things:

• check the completeness of customer and energy consumption point data,
• verify the compliance of the contract with the product presented to the customer,
• review registration documents and powers of attorney,
• confirm compliance with internal acceptance rules for the customer’s creditworthiness,
• prepare the data necessary to conduct the supplier switching process,
• clarify any errors and omissions with the salesperson.

Each of these steps can occur during the processing of a new contract submitted by the salesperson. Unfortunately, in practice, the information needed to verify and process the new contract and/or new customer is often located in several places: email correspondence, excel spreadsheets, network folders, the CRM system, and separate applications used by individual departments, and sometimes also in paper form obtained by the salesperson from the customer.

In such a situation, the back office employee isn’t solely responsible for substantive contract verification. They spend a significant amount of time searching for documents, comparing versions, contacting the sales representative to complete the required information, and determining who should correct the request.

The challenge: Information chaos

Many organizations assume that the growing number of contracts requires, above all, increased headcount. This isn’t always a solution that guarantees addressing the challenges that arise.

The bottleneck can lie in the very process of transferring issues and information between sales and the back office. If a salesperson submits an incomplete request for a new contract, the deficiencies will only be detected after the review begins. The case will then be returned to the salesperson for further review, and after completion, it will be placed in a queue awaiting review.

Each such reversal means additional communication and an increase in the time required to process the contract. At larger scales, individual delays begin to accumulate.

This leads to questions:

• What stage is a specific contract at?
• Who should take the next action?
• What data or documents are missing?
• Why was the case held up?
• What are the most common recurring issues?
• How long does it take from a salesperson signing a contract to its processing by the organization?

If responses require reviewing messages or contacting multiple people, the organization does not have full control over the contracting process.

How to streamline the processing of new contracts?

A streamlined process should begin before the contract is submitted to the back office. The salesperson should know what information and documents are required for a given customer type, product, and energy deliver point.

A contract support system can guide the salesperson through the steps and verify the completeness of the application before submitting it. It does not replace the employee’s substantive assessment. However, it reduces the number of contracts submitted for review with obvious deficiencies.

In a well-designed process:

1. The salesperson registers the new contract in a single environment,
2. The system indicates the required data and documents,
3. The application is verified for completeness before submitting the contract for review,
4. The back office conducts the appropriate review,
5. Comments and corrections are recorded directly with the contract,
6. Change history remains available to authorized users,
7. Approved data is forwarded to subsequent processes and systems.

This approach reduces the number of unnecessary messages, phone calls, and manual reports and allows for substantive review of concluded contracts. It also allows for clear definition of responsibility for individual stages.

Customer Care as a tool to support contract processing

Customer Care in the utilities sector doesn’t have to mean just a system for recording customer requests. It can also encompass internal processes related to customer service, sales, contracts, and service start.

An example is UseCC – ConnectPoint’s solution supporting customer service processes in energy companies and other utilities. In this approach, Customer Care is part of a broader environment that can combine customer data, information about consumption points, documents, tasks, activity history, and integration with existing business systems.

In the area of ​​acquiring new contracts, the solution can support, among other things:

• collecting data and documents required for a new contract,
• checking the completeness of the request,
• managing reconciliations between the sales department and the back office,
• recording comments, corrections, and subsequent versions of data,
• monitoring the status of each case,
• identifying the reasons for process interruptions,
• preparing data for the supplier switching process,
• transferring approved information to subsequent systems.

The scope of the solution should be determined by the organization’s actual needs. The process will be different for an individual customer than for a company with several hundred delivery points. The process of acquiring new contracts also requires different data depending on the energy product, such as electricity sales contracts and natural gas sales contracts.

The most important thing is to maintain a single, consistent service path and the ability to retrace the entire case history.

The value of the back office

The goal of automation isn’t to eliminate experts from the process. In the energy sector, many contracts require individual assessment, especially for business clients, unusual commercial terms, or complex collection point structures.

The application is designed to relieve employees primarily of repetitive tasks: checking for basic completeness, transcribing data, comparing documents, and sending subsequent requests for the same information.

This allows the back office to focus on areas where its expertise brings the greatest value:

• substantive contract verification,
• exception handling,
• risk control,
• deadline management,
• preparing correct data for further processes,
• efficient contract processing.

Sales also benefits. Salespeople receive information about deficiencies more quickly, see the current status of the contract being processed, and don’t have to confirm via email who is currently handling the matter.

From increased sales to a scalable process

A period of increased sales opportunities is a good test of an organization’s operational maturity. It reveals whether processes are prepared for higher volumes or operate efficiently only with a small number of contracts.

It’s worth analyzing not only the number of contracts signed, but also:

• the percentage of requests returned for completion,
• the most common deficiencies,
• the average contract verification time,
• the time required to make corrections,
• the number of manual actions performed per contract,
• the causes of delays in contract processing.

Only such data allows us to assess the actual bottlenecks and which elements should be streamlined or automated.

A larger number of acquired customers should not lead to a proportional increase in manual operations or headcount. A scalable contracting process helps us capitalize on sales opportunities without compromising data quality, increasing the risk of errors, and overloading operational teams.

Therefore, it is worth asking ourselves one question: what does the path from the client’s acceptance of the offer to the verification and processing of their contract currently look like in our organization?

The post How to streamline the contracting process for energy retail suppliers? appeared first on ConnectPoint.

ThermOS (Thermal Optimal System) is a system designed for space heating, space cooling, and domestic hot water (DHW) preparation in buildings. In January 2026, our innovative approach to thermal energy storage – implemented as an integrated, low-temperature outdoor thermal storage unit that operates as part of the complete system – was granted patent protection (No. P.447775).

ThermOS was designed as a complete solution that can be applied across different types of facilities, including retail and commercial buildings, service facilities, office buildings, public buildings, hotels, and residential buildings. The concept is that the system helps better utilize on-site generated energy and reduce the consumption of energy purchased from external sources, while maintaining the required comfort levels and ensuring safe, reliable operation of the installation.

In practice, ThermOS can integrate, among other things, solar PV and a heat pump, thermal storage, as well as an analytics layer and a control application. The key point is that these elements are designed to operate together within one integrated system, rather than functioning as separate, independent devices.

The key feature of ThermOS is this two-stage storage approach – an internal buffer and an external storage unit. This allows the system to better match the operation of energy sources to variable renewable generation and to when the building actually needs energy. In practice, the solution is intended to help increase on-site consumption of PV energy and reduce grid electricity draw during higher-price hours.

Energy is stored in the form of thermal energy in water (for example, in the 45–55°C temperature range). This approach is widely used in hydronic heating systems and is valued for safety and predictable operation.

ThermOS aligns with the development of hybrid energy systems in buildings, meaning the combination of different energy sources and storage with intelligent control. The system can operate in both heating and cooling modes, and the control strategy aims to optimize when energy is produced, stored, and used. A very important aspect is the ability to work with a district heating substation / heat interface, which – by using network-supplied heat – can serve as a peak-load or backup heat source for the building, improving reliability and security of supply in uncertain times.

The patent protection (No. P.447775) defines the principles of how the solution can be used and may provide a foundation for further development and implementation partnerships, including under a licensing model.

The post ThermOS – ConnectPoint’s building energy storage & control system now protected by patent (No. P.447775) appeared first on ConnectPoint.

In this article, we focus on the practical aspect of digitalization – showing step by step how the decision-making process unfolds: from the initial audit, through defining strategic goals and selecting technologies, to implementation, performance monitoring, and KPI analysis – and how to execute the planned roadmap.

What benefits does network digitalization bring to heating companies?

Modern measurement technologies and telemetry devices with remote communication – digital sensors, controllers, heat meters, thermometers, and flow meters, as well as hybrid substations enabling integration of renewable energy sources and real-time data transmission – give companies full insight into the condition of their networks. This enables remote reading, control, and optimization of the system in near real time, which translates into fewer breakdowns (predictive maintenance), lower operational costs, and greater reliability of supply.

Reading temperatures and controlling thermal comfort in consumer premises (with their participation) also leads to lower heat consumption and reduced bills.
Digitalization supports EU climate objectives – including compliance with Fit for 55 – and enables a higher share of renewables in the energy mix.

In short: lower costs, higher reliability, compliance with EU regulations, and – importantly – the ability to offer added-value services to heat customers who want to actively manage their comfort and reduce heating expenses.

The decision-making process for launching a heating network digitalization project

Below are the key stages of the decision-making process which – if conducted properly – lead to the launch of a district heating network digitalization project.
A Sankey diagram illustrates the dependencies between each stage and their impact on the overall implementation outcome.

1. Preliminary audit – analysis of operating costs

The preliminary audit is the first and critical step toward digitalization and achieving the intended goals. It involves a comprehensive assessment of the technical condition of the heating infrastructure – pipelines, substations, heat sources, and control systems.

The audit also includes financial data analysis – failures, maintenance costs, and energy expenses. Its goal is to identify business and technical areas with the highest optimization potential achievable only through a digitalized network.

The audit should result in a report containing recommendations, a risk map, and an opportunity matrix.

Audit scope:

• Assessment of infrastructure condition.
• Analysis of operating and failure costs.
• Benchmarking against market standards.
• Review of available telemetry and GIS data.
• Inventory of IT tools and functionalities.

The audit results provide decision-makers with insights into current operational efficiency and indicate whether digitalization can reduce costs and improve performance.

It should cover several years of data to capture seasonality and trends and include industry comparisons.

Audit conclusions may point to modernization needs or management strategy changes.
Cost data serve as a foundation for ROI evaluation of future investments – without this, rational digitalization decisions are impossible.

2. Defining strategic digitalization goals

After analyzing the audit results, strategic goals must be clearly defined.
These may include:

• Reducing heat losses.
• Increasing energy efficiency.
• Improving customer service quality.
• Integrating renewable energy sources.
• Reducing network failure rates.
• Engaging consumers in reducing heating costs.

Goals should be measurable, realistic, and aligned with the company’s long-term strategy and stakeholder expectations – both customers and regulators.

Clear goal definitions allow for selecting suitable technologies and implementation methods.

Key questions for the project team to ask stakeholders:

• Are operational savings or network expansion the priority – or both?
• What are the expectations of customers and regulators?
• What are the company’s financial and technological capabilities?

The answers are essential for determining the project’s scope, approach, and schedule.

3. Technical infrastructure assessment

This stage determines the network’s current condition, covering pipelines, substations, heat sources, and control systems, with the goal of identifying elements needing modernization or replacement.

The assessment should be supported by telemetry data and field inspections, considering the age of infrastructure and compliance with standards.

The results of this assessment will indicate which areas are most prone to failures and will allow investment actions to be prioritized.

The resulting report should include:

• A risk map.
• Compliance evaluation.
• Modernization recommendations.

The technical data prepared in this way are essential for selecting the digitalization technologies and inform decisions about the scope of work and the implementation timeline.

Without such an analysis, it is difficult to determine the actual modernization needs, estimate the target project budget, and secure the funds for its execution.

This is a crucial step to ensure the project’s success and, ultimately, to achieve a high level of network safety and reliability.

4. Setting priorities: savings or expansion

The next important step is to set priorities – this is the point where stakeholders must decide whether to focus on modernizing the existing district heating infrastructure or expanding the network.
This decision depends on the results of previous cost analyses, technical evaluations, and compliance reviews.

If the network is in good condition but operating costs are high, the focus should be on cost savings – such as reducing energy purchase and/or production expenses, integrating renewable energy sources (which provide cheaper energy), and diversifying energy supply based on current prices and weather forecasts.

If, on the other hand, there is demand for new connections in areas where the network is not ready to supply new buildings (such as houses, housing estates, or shopping centers), network expansion will be necessary.

Priorities should align with the company’s strategy, stakeholder expectations, urban development plans, and financial capabilities.
This choice directly influences the selection of technologies, the implementation schedule, and defines the key performance indicators (KPIs) that will measure project success.

Hybrid approach – the best of both worlds

The hybrid approach model combines the benefits of operational optimization with infrastructure expansion. It is especially recommended for companies that want to simultaneously improve the efficiency of the existing network and prepare for future market challenges.

Stage 1: implement telemetry, analytics, and control solutions that reduce heat losses, optimize energy use, and enable failure prediction – delivering quick savings.

Stage 2: expand the network – both geographically and technologically – by installing hybrid substations, intelligent controllers, integrating renewable energy sources (RES), and deploying real-time, AI-supported data analytics systems.

Thanks to this, dispatchers gain online visibility into the state of the network – on GIS maps and through Digital Twins of the most critical components.

The hybrid approach enables flexible adaptation to market and regulatory changes, as well as gradual innovation without the risk of destabilizing the company’s operations.

5. Stakeholder engagement – a condition for project success

Stakeholder engagement is an essential condition for the success of any digitalization project. All groups that influence the project or will benefit from it should be identified:

• management,
• the technical department,
• network operators,
• end customers,
• technology partners.

It is worthwhile to conduct informational workshops and consultations to understand the needs and concerns of each group. Transparent communication and jointly developed goals increase project acceptance and minimize the risk of resistance. Stakeholders should be actively involved in successive implementation stages.

6. Selecting technologies: IoT, SCADA, Digital Twin, Big Data & AI

Technology selection is the stage where the tools necessary to achieve the digitalization goals are defined.
The most commonly used solutions include:

• Modern SCADA systems,
• IoT platforms for communicating with network infrastructure (data collection and sending control commands),
• IoT sensors for measuring key network operating parameters (temperature, flows, pressure, heat consumption),
• Digital Twins of key network devices to monitor their operation and anticipate potential failures and/or optimize their control,
• Big Data and AI-class solutions to analyze network data for implementing predictive maintenance, anticipating issues/failures, and supporting dispatchers in optimal network control.

The choice of technologies should depend on the specifics of the network and the project’s priorities.
Solutions must be compatible with the existing infrastructure (unless it is obsolete and needs replacement) and adapted to modern communication methods (IoT) – a fundamental requirement that enables integration, among other things, with billing and Customer Service systems, as well as solutions for Heat Comfort Management on the consumer side.

Because technology selection directly affects implementation costs and effectiveness, it should be preceded by market analysis and consultations with vendors, as well as a sensible approach to adjusting your own requirements – even if some vendors are unable to meet them – and these requirements are critical to your project’s success – do not abandon them unless the target KPIs can be achieved in another way.

Selecting the right solutions increases the chances of project success and ultimately helps meet regulatory requirements such as Fit for 55.

7. Pilot implementation – a practical test of the concept

A pilot implementation makes it possible to test the adopted assumptions in controlled yet real conditions.

Pilot stages:

• Selection of a test area – e.g., a particular district or neighborhood representing the most complex parts of the network,
• installation of devices and system integration,
• KPI monitoring and results analysis.

The purpose of the pilot is to verify how the technologies work in practice and to gather experience that will enable smooth, full-scale implementation.
If, at this stage, it turns out that the concept does not work, you should return to the previous step and change it.
If the pilot implementation is carried out within the public procurement (PZP) process and the Pilot fails – proceed in accordance with the signed Agreement, which should govern such a situation.

8. Project implementation – executing the strategy

The implementation stage is the moment of transition from planning to action. It includes:

• replacement/installation of devices,
• system integration,
• delivery of data models and their analytics layer,
• ensuring data presentation,
• functional and integration testing,
• personnel training.

Real implementation requires close cooperation between technical, IT, and operations teams – both on the maintenance and operations sides.
At this stage, stakeholder support, a clear schedule, a budget, and coordination of activities are crucial.
Implementation must be documented and monitored with particular emphasis on data security and continuity of network operations.

Example implementation schedule:

9. Monitoring results and KPI analysis

The final stage is monitoring the effects of the implementation and analyzing key performance indicators (KPIs).
The purpose of these activities is to assess whether the project delivers the expected results. Monitoring should be continuous and carried out using telemetry systems.
KPI analysis makes it possible to identify areas requiring further optimization and to report results to management and stakeholders.
Monitoring data can be used for continuous system improvement.

The analysis should cover both technical and financial aspects. KPIs should be aligned with the project’s strategic goals – their monitoring increases transparency, control, and the project’s adaptability over time.

This is the stage that closes the digitalization cycle, while at the same time opening the way for its further development.

The role of historical documentation and data in heating network digitalization

Heating companies often have vast amounts of historical documentation related to network operations – operational reports, service orders, defect lists, or repair protocols. Digitizing this data using OCR (Optical Character Recognition) makes it possible to create a central analytical database that combines historical data with current telemetry measurements.

Thanks to this approach, it becomes possible to analyze these data in the same way as network data – using Big Data solutions with AI support:

• searching the content of digitized documents by keywords,
• analyzing the frequency of failures,
• assessing the effectiveness of maintenance actions,
• correlating historical data with current telemetry data,
• building predictive models based on a long-term failure history.

Such a knowledge base significantly increases the possibilities for data analysis (including historical data from before the company’s digitalization project), enabling a better understanding of processes occurring in the network and more effective planning of preventive and investment activities.

Checklist for digitizing historical documents

The process of digitizing historical documents should follow clearly defined steps. The checklist below helps maintain order, data quality, and consistency of the entire repository.

1. Inventory of available paper and digital documents.
2. Assessment of document quality and selection of an appropriate digitization method (scanning, OCR).
3. Text recognition (OCR) and conversion to an editable format (e.g., DOCX, TXT).
4. Validation of the recognized text’s accuracy.
5. Standardization of formats and metadata to unify the data structure.
6. Import of data into the target analytical system database.
7. Integration with analytical and AI systems that will enable subsequent data processing.
8. Maintenance and updates of the repository – ensuring its continuous currency and quality.

Documents worth digitizing and their analytical significance

It is advisable to first digitize documents that contain important operational and strategic information. Converting and storing them in a database enables later analyses, reporting, and building predictive models.

The most important documents to digitize:

• operational reports – data on network operation, technical parameters, heating seasons,
• service and repair orders – types of failures, response times, repair costs,
• reported defect lists – location and frequency of issues,
• acceptance and technical inspection protocols – the technical condition of infrastructure,
• invoices and cost documents – costs of energy, fuels, materials,
• modernization and investment documentation – project descriptions, schedules, ROI.

Analyzing these documents enables:

• identification of areas requiring modernization,
• optimization of operating costs,
• investment planning and evaluation of their effectiveness,
• building predictive models and supporting strategic decisions.

Data integration and the role of artificial intelligence in using documents

Digitized documents should be stored in a central analytical system database, enabling quick access to content, metadata, and change history.

How to use such digitized documents? Especially valuable are AI-based solutions that allow the user – e.g., a dispatcher, operator, or engineer – to communicate with the system in natural language, both textually and by voice. The user can ask questions about the documentation content, and the system searches for answers in its assigned datasets and technical documents.

We have implemented this type of solution on our Smart RDM analytical platform, which enables:

• assigning documents to specific user groups who, within a secure space, can search them – without the risk of data leakage or uncontrolled Internet access (so-called hallucinations are minimized),
• searching content based on questions asked in natural language – both text and voice,
• integration with process data – the user can not only search documents but also ask questions about data from process databases, for example about statistics, summaries, or rankings.

As a result, Smart RDM transforms traditional technological documentation into an active source of knowledge, supporting operational decisions and significantly accelerating daily work.

Data should be indexed by document types, dates, locations, types of failures, and maintenance actions, or in any other way agreed upon at the analysis stage. Integration with telemetry systems makes it possible to combine historical data with current measurements, which forms the basis for predictive models and comparative analyses.

Goals of heating network digitalization and key performance indicators (KPIs)

The effectiveness of heating network digitalization can be measured using clearly defined KPIs (Key Performance Indicators). They make it possible to assess both the technical and financial aspects of project execution.

Examples of successful implementations in Poland and Europe

Polish district heating companies increasingly show that digital transformation is not theory but real results. In Warsaw, Veolia, together with ConnectPoint, implemented the Smart District Heating Network 2.0 project – one of the most advanced in Europe. The system already includes more than 6,000 controllers, and its implementation has reduced CO₂ emissions by 14,500 tons per year – you can read more about the detailed assumptions and results of this project in our case study. Parallel programs to improve efficiency and manage customers’ thermal comfort demonstrate that digitalization can go hand in hand with care for the end user.

In Puławy, modernization of substations and network telemetry made it possible to integrate RES installations, increasing the city’s energy independence. In Bełchatów, a remote control system and IT infrastructure modernization were implemented, significantly improving response times to network events. Kwidzyn, in turn, focused on automating heat meter readings – enabling real-time monitoring of heat consumption and more accurate billing for consumers.

At the European level, the RELaTED project is noteworthy; it promotes low-temperature district heating networks and the use of heat pumps, waste heat recovery, and bidirectional substations. This direction sets a new standard for modern, sustainable district heating systems.

Summary: from data to decision-making – how digitalization changes district heating

Digitalization of district heating networks is no longer a project of the future but a necessity and an opportunity for lasting competitive advantage. Thanks to the integration of telemetry data, real-time analytics, Digital Twins, and artificial intelligence, heating companies gain full visibility into the state of the infrastructure – from the source to the consumer.

A properly planned digitalization process – from the audit, through defining strategic goals and choosing technologies, to implementation and KPI analysis – makes it possible to genuinely reduce costs, increase operational efficiency, and improve service quality.
At the same time, it enables better use of historical data, which – once digitized – become the foundation for predictive models, ESG reporting, and intelligent modernization planning.
Today, digitalization is not only a tool for process optimization – it is a strategic element of the energy transition that supports the implementation of EU climate goals and the development of a modern heat economy.

Do you want to digitalize your heating network but don’t know where to start?

Start with an audit of infrastructure and data, move on to designing the telemetry and analytics architecture, and then implement SCADA, IoT, Digital Twin, and AI systems.
ConnectPoint has supported heating companies for years in end-to-end digitalization – from data analysis and modeling, through system integration, to building modern analytics platforms in the cloud and on-premises.

With the experience of the ConnectPoint team and implementations in Poland and abroad, we help companies move from the vision of digitalization to measurable business results.

👉 Contact us if you want to learn how to carry out the digitalization of your network step by step – from the audit to KPI analysis. Together, we will build an intelligent heating network or deliver your other projects!

The post How should a district heating network digitalization plan look in practice? appeared first on ConnectPoint.

Nexo enables heat utilities to move from traditional, manual processes toward live online monitoring. Instead of relying on regular basement rounds and on-site readings, operators gain remote access to key data from heat substations. This means faster insight, better operational awareness, and a stronger foundation for day-to-day decision-making.

For EC2, the deployment brings immediate value through remote metering, while also preparing the infrastructure for future remote control capabilities. With data available online, teams can monitor performance more easily, react faster to unusual situations, and reduce the need for routine manual checks.

The platform also supports always-on oversight and alerting, helping improve operational safety and reliability. By continuously collecting and organizing data from the field, Nexo creates a foundation for advanced analytics, energy optimization, and smarter asset management.

Key benefits for EC2 include:

• Remote metering available now, with the system ready for future remote control
• No more routine basement rounds, as data is available live and online
• Always-on oversight and alerts to support safer and more responsive operations
• A strong data foundation for analytics, optimization, and future digital services

District heating is changing. Utilities need tools that help them operate more efficiently, respond faster, and make better use of data. Nexo was created to support exactly that transformation — connecting physical infrastructure with digital insight.

The implementation at Elektrociepłownia Piotrków Trybunalski Sp. z o.o. is a meaningful step toward smart district heating: safer, more efficient, and easier to manage every day.

Interested in learning more about Nexo and how it can support your heat network?

Contact ConnectPoint or reach out to Bartosz Kowalczyk, PhD for more information.

The post ConnectPoint deploys Nexo at EC2 in Piotrków Trybunalski appeared first on ConnectPoint.

Recently, the Polish government announced new financial support packages for infrastructure companies. These funds are primarily allocated for technical modernization, allowing heating providers to reduce maintenance costs and optimize energy production. 

Why digitalize district heating networks?

Industry has evolved through successive revolutions – from the steam age, through electrification and computerization, to the Internet. The next phase is digitalization – shifting from analog to digital processes, based on real-time data and modern communication technologies. 

In recent years, the term “digitalization” has become common across infrastructure sectors, including heating. Unfortunately, many definitions diverge from real-world practice. Below is ConnectPoint’s perspective — as a company actively implementing smart district heating networks — on the essential stages and benefits of this transformation. 

What digitalization district heating networks are – and what they are not?

Digitalizing a district heating network means a comprehensive deployment of IT, IoT, and advanced analytics solutions that enable continuous, near real-time data collection, transmission, and processing from the network infrastructure. With this data, operators can: 

• optimize temperature, pressure, and flow, 

• make decisions based on actual operational data, 

• predict failures and plan maintenance in advance, 

• consistently lower heat production and distribution costs. 

The core shift lies in moving from isolated components to a single intelligent ecosystem. Sensors and actuators, powered by Big Data and AI tools, allow automated and precise control of the network — leading to better efficiency, reliability, and lower energy bills for customers. 

Proper digitalization goes far beyond office IT. Deploying an ERP system or updating individual heat substations without data integration won’t change how the network functions. 

Also, digitalization is not the same as computerization. Computerization refers to digitalizing administrative processes (ERP, CRM, Office tools), whereas network digitalization focuses on continuous measurement, remote control, data analytics, prediction, and automation of physical infrastructure operations. 

What’s often mistaken for digitalization, but isn’t.

In practice, many technical improvements — while necessary and valuable — don’t qualify as true digitalization. Common examples include: 

• Replacing pipelines with newer or better-insulated ones, unless they’re equipped with smart sensors or monitoring systems. 

• Installing heat meters in substations, without automated data collection and analysis. 

• Building new heat sources without integrating them into digital control and analytics systems. 

• Purchasing ERP or CRM software that helps manage the company, but doesn’t directly enhance digital control of the district heating network. 

Digitalization is defined by the continuous, automated flow of operational data — used to support real-time decision-making and intelligent network management. 

Stages of district heating digitalization – goals and KPIs.

Digitalization is not a one-time effort, but a multi-stage project usually broken down into key subprojects. Below are the most important stages, with their objectives and sample KPIs.

1. IoT infrastructure and real-time monitoring.

Building a sensor-based monitoring system enables collection of data on temperature, pressure, flow, and anomalies throughout the network. These sensors communicate with data collection and analytics platforms (via NB-IoT, LoRaWAN, etc.), giving operators real-time visibility into network operations. 

Example KPIs: 

• Number of installed IoT sensors vs. target.

• Real-time data quality (>95%).

• Number of anomalies detected per month.

2. SCADA/DMS systems and remote control.

SCADA and DMS systems allow remote control of the network — managing flow, temperature, and valves. Integrated with actuators and pump stations, they enable quick responses to changes and help reduce losses. 

Example KPIs: 

• Average failure response time (<5 min).

• % of network length under remote control.

• Data continuity to IT systems.

3. Integration with GIS, EAM, and CRM systems.

Combining spatial data (GIS), asset data (EAM/CMMS), and customer data (CRM/billing) allows full oversight of the network and services — from asset management to handling customer requests. 

Example KPIs: 

• Number of systems integrated on a single platform.

• Time to generate a full operational report (<15 min).

4. Digital Twin of the district heating network.

A virtual model of the network that mirrors infrastructure and operational data allows for scenario testing, investment planning, and risk forecasting — without affecting real-world operations. 

Example KPIs: 

• % improvement in data quality.

• Number of decisions made using the Digital Twin.

5. Predictive Maintenance.

By analyzing data using AI/ML, the system can predict equipment failures and schedule preventive maintenance. This enables a shift from reactive to proactive operations, reducing risks and costs. 

Example KPIs: 

• Number of failures detected in advance.

• Emergency downtime cost reduction (%).

• Decrease in routine maintenance interventions.

6. Field operations and dispatcher support.

Mobile dashboards, GIS-based apps, and task scheduling tools help dispatchers and crews respond faster and more effectively. Field staff document activities directly from incident sites. 

Example KPIs: 

• Average crew response time.

• Number of tasks assigned via mobile system.

7. Smart Customer Service and connection processes.

Online forms, customer portals, comfort monitoring, and mobile integration let customers manage services independently and contact operators quickly and easily. 

Example KPIs: 

• % of customers using digital services (eBOK/app).

• Number of fully digital connection requests.

• Customer satisfaction (NPS).

8. Energy storage, hybrid substations, and renewables.

Integrating energy storage, heat pumps, and hybrid nodes improves peak load management and increases renewable energy use. 

Example KPIs: 

• Storage capacity (MWh) / % of demand.

• Number of hybrid operation days per season.

• CO₂ reduction.

How can district heating networks be successfully digitalized? An example is the Smart Heating Network at Veolia Poland in Warsaw.

Veolia is implementing the ISC (Smart Heating Network) 2.0 project in Warsaw, with ConnectPoint as its technology partner. The project’s goal is to equip and digitally control 6,000 heat substations. The system enables: 

• real-time monitoring of temperature and pressure, 

• automated heat supply adjustments, 

• rapid fault detection and response. 

The project aims to reduce heat losses by over 64,000 GJ annually and cut CO₂ emissions by more than 4,500 tons. It is co-financed by the Modernization Fund and the National Fund for Environmental Protection (NFOŚiGW), with completion planned by 2027. 

Want to learn how we helped Veolia digitize its district heating network?
Check out our case study “Monitoring of the Warsaw District Heating Network” and reach out to our experts!

Building team capabilities while digitalizing district heating networks.

Any infrastructure modernization requires upskilling. Digitalizing an entire network is a strategic initiative and cannot succeed without expanding internal competencies. 

Equipping teams to effectively use new tools is often the key success factor – leading to reduced costs and improved reliability. In organizations rich in IoT and SCADA data, an advanced analytics team can: 

• Detect unusual network behavior and predict failures 

• Recommend preventive actions using Big Data analysis 

• Suggest the most efficient infrastructure expansion strategies 

Smaller companies can rely on external services or cloud-based AI modules – the key is using data for smart network management. 

A digital heating network means real savings – proven together with Veolia Poland.

The ISC 2.0 project experience in Warsaw shows that full-scale digitization — from IoT sensors and SCADA to Digital Twin and predictive maintenance — can reduce heat losses by tens of thousands of GJ and cut CO₂ emissions by several thousand tons per year within just the first few years. The earlier a utility company adopts a unified data architecture and automation, the sooner it will see measurable benefits: lower fuel costs, fewer heat supply interruptions, and improved customer comfort. 

ConnectPoint supports heating network operators at every step of this journey — from concept and financing to deployment and long-term support. If your company is ready to follow in Veolia’s footsteps and shift from technical upgrades to a truly intelligent heating network, reach out to our team of experts. 

The post Digitalizing district heating networks – how to do it right? appeared first on ConnectPoint.

On January 9th and 10th, temperatures in Krakow dropped to -18/19^°C. Our ThermOS technology demonstrator system at the University of Agriculture in Krakow has passed a real “battle test.”

We have reasons to be satisfied: there were no problems with the heat supply to the building. The system, powered by three air heat pumps (each with a power of 16 kW, based on the ecological working fluid R290), continuously produced heat to meet the facility’s needs. Notably, there was no need to “support” the heating of the building by the existing heat source, i.e., the heating node. Otherwise, the building’s heating installation is equipped with traditional wall radiators, and the building itself is certainly not passive.

We are most pleased that the facility’s users – URK employees and students – are satisfied!

We are waiting for the sun – then, we will be able to test the various functionalities of the ThermOS heat storage system even more effectively. And the supply of heat will involve a significant reduction in CO₂ emissions and operating costs.

The post ThermOS’s “battle test” appeared first on ConnectPoint.

That way, a new technological system has been developed at the Faculty of Production and Power Engineering, and we are convinced that it will perfectly fit into the current trend of maximising the use of renewable energy sources, including surplus electricity production from prosumer photovoltaics. Thanks to the heat storage system and the logic of our Nexo application, which controls the whole construction, ThermOS will actively cooperate with the PV installation and use electricity in specific – cheapest – time intervals. Our solution is a response to the upcoming changes in the electricity market, i.e., hourly billing and dynamic tariffs.

An exciting and new aspect of the implementation was the inclusion of the emerging renewable heat source, with a storage system, in the existing system of supplying the building with system heat from MPEC Cracow. It was – and still is – a big challenge for us because our multi-disciplinary design team works in difficult winter conditions, and the most important thing is to ensure thermal comfort in the building.
Thanks also to the technological partners of our project – AC Instalacje ADAM CYGANOWICZ from Łask, AGRA FIRMA from Łódź, AMARGO TANK Think Tank from Ożarów Mazowiecki, INVENTIA from Warsaw and IDEA-COMPLEX from Łódź.

What lies ahead? Analyses of the ThermOS demonstrator’s operation are being conducted, and based on them, we will be able to expand the functionalities of the technological system and improve the Nexo control application. We have many good ideas and got highly involved in this project, so we expect exciting results.

Stay with us – more news from Cracow is coming soon, and if you are interested in the project’s details, please contact us.

The post We have completed the construction of the ThermOS technology demonstrator appeared first on ConnectPoint.

After implementing Nexo, we get access to the cloud platform and hardware infrastructure. Hardware for Nexo means IoT devices that we connect to the platform, as well as Nexo gateways. Depending on your needs, it will be one or many devices.

The infrastructure needs maintenance. The perspective of maintenance of Nexo’s infrastructure can be terrifying, especially if we take care of several dozen or several hundred devices distributed in various buildings. Maintaining and managing such many devices when we only sometimes have direct access to them (Nexo gateways do not have to be in the same city or country) can cause many problems.

We dispel doubts – there is no reason to worry. Nexo uses advanced solutions for managing end devices (Nexo gateways) without physical access to a specific device. The end user does not even need to know about the existence of the Nexo gateway, which we wrote about in the previous article.

Update under control

Also, updating the software is a client-friendly process. Limited bandwidth, unstable connection, or power outages are no problem. The update process is safe; the device is not blocked if the update fails. During the update, the device is fully available and functional. After finishing the process and restarting, we can enjoy the new version of the software.

However, if an update runs incorrectly, we are also not in danger of failure. The previous version of the software will be launched automatically without downtime or downloading further data.

In the update process, Nexo uses a solution called Mender.

Access to end devices does not require creating separate network solutions. Everything is done using the secure HTTPS protocol without opening ports. Just plug the device into your IT infrastructure, and Nexo will do the rest.

More articles will appear on the blog soon. We invite you!

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What does Nexo look like from the back?

The two main building blocks of the Nexo architecture are the Nexo Cloud platform and the Nexo gateway. Through the platform, the user manages their end devices (e.g., thermostatic heads, electrical sockets, etc.). The gateway is a physical device allowing users to connect their end devices and communicate between them and the Nexo Cloud platform.

The end user does not have direct access to the Nexo gateway. It is not even necessary for him to know of its existence. For the end user, it is crucial to have access to a cloud platform that allows him to control and monitor their devices. All communication between the cloud platform and end devices is fully transparent for the user.

Depending on the size of the building, there may be one or many Nexo gates in a given location. A single Nexo gateway can support multiple Nexo nodes. The Nexo node is a virtual element of the system assigned to a specific user. We assume that a single node corresponds to a single apartment in a multi-family building and, in the case of office buildings – to a single room, i.e., open space, coffee room, or meeting room. This solution ensures the complete separation of devices installed on different premises.

Each user has access only to their nodes, which can be served by various Nexo gateways. It means that users cannot manage devices that are not their own. This approach does not require the installation of physical Nexo gates in the number corresponding to the number of serviced premises, which reduces the costs associated with the implementation and subsequent operation of the system. The user under his account can connect one or many nodes he has permission.

Microservices and databases

The operation of Nexo is determined not only by the architecture elements mentioned above but also by various microservices that provide additional functionalities following the client’s needs. An example of microservice Nexo is a module equipped with machine learning, which is used to analyze and predict various parameters of a single-user installation and the system operating in the building.

These parameters are all relevant data on the operation of devices and other information necessary from the customer’s perspective (for example, weather data for a given location). They are collected in databases. Based on the collected data, advanced visualizations are provided, which enable the control of the installation and the analysis of its operation. We mentioned the possibilities in this matter in previous entries.

Such an architecture Nexo model allows you to prepare a complete work environment adapted to the customer’s needs. However, it requires maintaining a dedicated cloud platform.

In subsequent articles, we will discuss our approaches to developing Nexo and models of its distribution. One of them is particularly attractive for those customers who don’t expect personalized solutions but, at the same time, they want to use them immediately. Which solution will be best for you? The answer is coming soon on our blog.

The post What should you know about Nexo architecture? appeared first on ConnectPoint.