The certificate, issued by Polskie Sieci Elektroenergetyczne (PSE), which serves as the Energy Market Information Operator (OIRE), confirms that the solution meets technical and business communication requirements.

Connecting CSIRE with enterprise systems

ConnectPoint has developed NK-CSIRE – a tool that enables energy companies to connect their applications to the Central Energy Market Information System (CSIRE). NK-CSIRE manages communication with CSIRE in accordance with OIRE requirements and transmits the retrieved data to the company’s internal systems, such as billing systems.

In the first phase, ConnectPoint focused on the needs of electricity suppliers. NK-CSIRE automatically retrieves metering data from CSIRE and transfers it to billing systems, where it is used to bill customers.

This connection links data exchange to the company’s day-to-day operations. Information from CSIRE can flow into existing business applications and support the processes in which it is used.

A common standard for data exchange in the energy market

CSIRE is a nationwide Polish system for collecting, processing, and sharing electricity market information. It includes data on electricity consumption points (PPE), contracts, metering data, and information needed to support market processes. PSE is responsible for its operation.

The system introduces uniform rules for exchanging information among electricity suppliers, distribution system operators, and other authorized market participants. It is intended to improve customer service, speed up supplier switching, and provide access to consistent data.

CSIRE began operating on July 1, 2025. The deadline for market participants required to use the system to connect was October 19, 2026. For energy companies, implementation means adapting both their software and the way they handle business processes to the new rules for information exchange.

Scope of PSE certification

The certification process for NK-CSIRE version 1.0.0 covered all technical tests and scenarios required for the electricity supplier (SE) market role.

Certification enables ConnectPoint to develop integration services for electricity suppliers using CSIRE.

As a physical sender, ConnectPoint can communicate with CSIRE on behalf of electricity suppliers. Suppliers do not need to build or certify their own IT solutions: they can use a solution that has passed PSE certification.

Implementation for electricity suppliers

Connecting to CSIRE requires reliable communication with the central system and the use of the data received in the company’s processes. NK-CSIRE is designed to support electricity suppliers in both tasks.

The solution provides:

• communication validated through certification for the electricity supplier role
• automatic retrieval of metering data and transfer to billing systems
• integration with existing applications so that CSIRE data is available in the systems used by the company
• less manual data handling when transferring data between systems.

The scope of further integrations will expand as new features are added to the solution. This will allow communication with CSIRE to be linked to broader support for billing, contracts, and relationships with electricity customers.

Development plans and additional market roles

ConnectPoint plans to develop NK-CSIRE as an integration tool for energy market participants. One area of development is integration with customer care systems, including contract management and electricity supplier switching. This will link information exchange with CSIRE to tasks performed directly in customer service applications.

The company also plans to obtain certification for additional market roles: distribution system operator (OSD), balance responsible party (POB), and authorized user.

ConnectPoint provides a broad range of services to multi-energy companies, and integrating systems with CSIRE is another significant step in its product development.

The post ConnectPoint receives PSE certification as a physical sender for NK-CSIRE appeared first on ConnectPoint.

We were also joined by the event partners – ASTOR and Agencja Rynku Energii and CIRE.pl, who worked with us to create a space for conversations, meetings and knowledge exchange.

Topics important for industry, energy and utilities

The first day of ConnectPoint Insights 2026 was devoted to three main areas: Manufacturing, Energy Efficiency and Energy & Utilities. Representatives of, among others, Basell Orlen Polyolefins, Twinings, Veolia ESCO, PGE GiEK and PSE shared their experiences related to the use of production data, digitalisation, predictive maintenance, energy efficiency and infrastructure management. The common denominator of all the presentations was the practical use of data to improve the management of production, energy and processes, and of course AI.

After the conference sessions, it was time for dinner, networking and less formal conversations. This is an important element of ConnectPoint Insights, allowing participants to continue discussions started during the presentations and exchange experiences in a more relaxed atmosphere. We also had an artistic part here – a performance by Teatr Los Fuegos, which presented a spectacular light show combining dance, juggling and acrobatics with fairy-tale colours, fluorescent body painting and impressive light props.

The second day had a workshop format – our team presented a practical approach to using Smart RDM, process data, IIoT and OPC UA communication, showing how to combine data from different industrial systems into one coherent environment.

Nearly 100 people in one place

Nearly 100 people took part in this year’s edition of ConnectPoint Insights. They represented different industries, companies and organisations – from production and maintenance, through energy, automation, OT and IT, to data, digitalisation and enterprise management.

This diversity is one of the event’s greatest strengths. The same technologies and similar problems often look completely different from the perspective of a manufacturing plant, an energy company or an infrastructure operator. Meeting in one place makes it possible to compare these experiences and look at your own projects from a different perspective.

ConnectPoint Insights has become our tradition

ConnectPoint Insights has now become a permanent fixture in the events calendar – ours, but, to our delight, also that of our clients. Although each edition focuses on different market and technology challenges, we consistently emphasise practical project experience, conversations with experts and space for knowledge exchange.

We would like to thank nearly 100 participants, speakers, partners and everyone involved in organising the event.

The post ConnectPoint Insights 2026 is behind us. Two days of conversations about AI, data and technology appeared first on ConnectPoint.

The scope of both certifications covers the design, development, implementation, and maintenance of IT solutions and systems, as well as IT consulting services supporting the automation of business processes in the industrial, energy, and infrastructure sectors.

ISO 9001 at ConnectPoint

ISO 9001 is one of the world’s most widely recognized standards for quality management systems. It defines requirements that help organizations design, deliver, and continuously improve their processes in a structured, measurable, and customer-focused way.

In practice, a quality management system compliant with ISO 9001 includes, among other things:

• clearly defined roles, responsibilities, and processes,
• monitoring the quality of services delivered,
• managing risks and opportunities,
• analyzing customer needs and expectations,
• responding to nonconformities and implementing corrective actions,
• regularly evaluating process effectiveness,
• continuously improving the organization.

Achieving ISO 9001:2015 certification confirms that ConnectPoint GmbH applies a systematic approach to quality management when designing, implementing, and maintaining IT solutions, as well as when providing consulting services.

The certificate was issued on 3 August 2026 and is valid for three years.

ConnectPoint GmbH_ISO 9001_certificate_2026_en

ISO/IEC 27001 at ConnectPoint

ISO/IEC 27001 is an international standard that defines the requirements for an Information Security Management System (ISMS).

The standard helps organizations identify and mitigate risks related to information processing while protecting the:

• confidentiality of information by ensuring that it is accessible only to authorized persons,
• integrity of information by protecting it against unauthorized modification or loss,
• availability of information and systems by ensuring that they can be accessed when needed.

An ISO/IEC 27001-compliant management system goes far beyond technical security measures. It also covers policies, procedures, employee responsibilities, access control, incident management, supplier relationships, business continuity, and regular risk assessments.

The Polish company within the ConnectPoint Group completed a similar certification process earlier. ISO/IEC 27001 is particularly important in the energy, utilities, and IT services sectors, where data protection and system reliability are fundamental to building trust between service providers and their clients.

ConnectPoint GmbH’s certificate was issued in accordance with the current version of the standard, ISO/IEC 27001:2022. It has been valid since 4 August 2026 and is valid for three years. The certificate also refers to the Statement of Applicability (SoA), version 1, dated 1 June 2026.

ConnectPoint GmbH_ISO 27001_certificate_2026_en

ISO Certifications bring tangible benefits to clients and partners

Obtaining ISO 9001 and ISO/IEC 27001 certifications confirm that service quality and information security at ConnectPoint GmbH are managed in a consistent and documented manner and are subject to regular independent assessment.

For our clients and partners, this primarily means:

• Greater predictability in service delivery

Clearly defined processes, responsibilities, and control mechanisms help maintain consistent standards throughout every stage of cooperation, from requirements analysis and solution design to implementation, maintenance, and further development.

• Systematic risk management

Risks related to quality, information security, and service continuity are identified, assessed, and appropriately managed. As a result, decisions are not based solely on reacting to individual issues, but on a structured risk management process.

• Protection of entrusted information

ISO/IEC 27001 confirms the use of a controlled and structured approach to protecting client data, project information, technical documentation, and access to IT systems and environments.

• Regular audits and continuous improvement

Certification is not a one-time activity. Maintaining the certifications requires internal audits, management reviews, monitoring of process effectiveness, and regular independent surveillance audits.

• Easier cooperation in regulated sectors

These certifications are particularly important for organizations operating in the energy, industrial, and infrastructure sectors. In these industries, requirements related to quality, information security, supplier control, and risk management are often an integral part of procurement processes and project delivery.

• Greater transparency and credibility

Certificates issued by an independent certification body provide external confirmation that ConnectPoint GmbH’s processes have been assessed for compliance with the requirements of internationally recognized standards.

Quality and security now formally established

Implementing these two management systems at ConnectPoint GmbH formalizes standards that had already been applied in the delivery of our services. To demonstrate compliance with the requirements and achieve ISO certification, the company coordinated several key areas, including organizing documentation, defining responsibilities, conducting risk assessments, reviewing security measures, standardizing service delivery processes, and preparing the organization for audits.

Achieving these certifications does not mark the end of the process of continuously raising standards within ConnectPoint GmbH and other ConnectPoint companies. Instead, it represents another important step in improving the way we design solutions, deliver projects, and protect our clients’ information.

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From the user’s perspective, the portal can greatly facilitate communication with the company – particularly in sectors providing electricity, natural gas or district heating, as well as energy-related services. Problems with logging in, unclear instructions or prolonged downtime of the portal can quickly affect the perception of the company as a whole. Therefore, its implementation should be treated not only as an IT project, but also as a significant organisational and image-related change.

Why is a user-friendly customer portal important?

These days, customers expect to be able to sort out most basic matters themselves, without having to make a phone call, send a message or visit a service centre. A modern self-service portal should provide quick access to information, documents, statements and data relating to existing contracts. This is also a benefit for the company – it helps to reduce customer service costs and save resources that would otherwise be spent on lengthy calls with a consultant or chat sessions during which a member of staff has to explain to the customer what to do on the portal.

A well-designed customer portal can, amongst other things:

• provide round-the-clock access to information and documents,
• reduce the number of straightforward enquiries directed to the Contact Centre,
• reduce customer service costs,
• streamline the submission of requests and documents,
• support data updates and consent management,
• improve the quality of communication with customers,
• build the image of a modern and customer-friendly organisation.

A self-service portal should not merely be the digital equivalent of a traditional customer service office. Its purpose is to simplify processes for both customers and company staff, to build customer satisfaction with the quality of service and, in turn, to foster customer loyalty to the company.

Why is this important? A well-designed customer portal can reduce the number of calls regarding invoices, payments, account balances, meter readings, contract details or the status of service requests. This allows contact centre staff to focus on more complex issues requiring a personalised approach. This is one of the key benefits of modern self-service portals for the utilities sector.

Selecting a new customer portal for a modern utility company

There are many applications available on the market that enable you to set up an online customer service centre. They may offer a user-friendly interface, extensive administrative functions, online payments, access to documents, communication with users, or the ability to integrate with other systems used within the company. The choice is not easy, but it is not the biggest challenge – the greatest difficulty usually lies in implementing such a solution.

The difference between a successful and a problematic implementation is rarely down solely to the number of features. The success of a project is determined primarily by:

• the alignment of the solution with the organisation’s processes,
• realistic scheduling,
• the quality of data preparation and migration,
• the expertise of the implementation team,
• cooperation between the client and the implementation team,
• thorough testing prior to go-live,
• effective communication with the application’s users – the clients,
• preparing staff to handle enquiries,
• a contingency plan in case of problems,
• support from the technical team after the go-live.

Therefore, the implementation of the portal should be viewed as a comprehensive process of change, rather than merely the installation of a ready-made product. The approach to this is a key process that must be well planned.

Step 1. Defining the scope and designing the user experience

The project should begin by determining which processes and functionalities will be transferred to the new portal. Not all elements of the existing Online Customer Service Centreneed to be replicated exactly. Changing the system provides a good opportunity to assess which functions are actually being used, which require simplification, and which can be replaced by a more intuitive process.

At this stage, the following should be determined, amongst other things:

• which matters customers will be able to deal with themselves,
• what data and documents will be available on the portal,
• how registration and login will work,
• what information will be provided to users,
• what functions system administrators will have,
• which systems the portal will integrate with.

Before starting the actual development work, it is worth preparing interface mock-ups, for example in Figma. These allow the team to jointly verify the layout of individual screens, the sequence of actions and the way information is presented. This enables the application’s user – the client – to evaluate the portal even before implementation begins, and any changes can be made more quickly and at a lower cost.

Step 2. Preparing and organising the data

Data migration is often seen as the technical transfer of records from one system to another. In practice, it is one of the most challenging stages of the entire project.

The existing Online Customer Service Centre may contain:

• accounts that have been inactive for many years,
• accounts created multiple times for the same person,
• out-of-date email addresses,
• incomplete contact details,
• accounts not correctly linked to contracts,
• out-of-date consents,
• data stored in various formats.

Automatically transferring all records would simply carry these same issues over to the new environment. Therefore, before migration, a list of accounts must be prepared and verified.

The implementation team may identify inactive or potentially duplicate accounts, but the decision to delete them should be confirmed by the data owner. Redundant accounts can then be deleted before the new system goes live. This approach allows work to begin on a well-organised basis, reduces the number of login issues and minimises the amount of data stored unnecessarily.

Good migration practices include carrying out a data inventory in advance, defining data cleansing rules, multi-stage validation, and a post-migration review once the data has been transferred to the target system.

Step 3. Using the change to update customer data

The launch of the new portal may also provide an opportunity for users to verify their details themselves.

When logging in for the first time, customers may be asked to:

• confirm their email address,
• check their personal details,
• accept the current terms and conditions,
• confirm or update the consents they have given,
• set a new password.

However, users should not be required to re-enter all the information that the organisation already holds. The process should be as simple as possible and clearly explained.

If the login method changes – for example, if the existing login is replaced by an email address – the customer should be informed of this well in advance. You should also provide detailed instructions on how to log in for the first time and set a new password, and help the customer navigate the entire process.

Step 4. Communication: preparing app users for the change

Even an intuitive portal can cause uncertainty if users are caught off guard by a change.

Communication should not begin only on the day the system goes live. Users should be informed in advance:

• that work is underway on a new version of the portal,
• when it will go live,
• whether there will be any downtime,
• what changes will be made to the login process,
• whether they will need to set a new password,
• where they can find instructions,
• who to contact in the event of a problem.

Messages should be brief, clear and free of technical jargon. Rather than focusing on migration, configuration or implementation, it is worth explaining exactly what will change from the user’s perspective.

An example message might state that the new portal will be easier to use, provide more convenient access to documents, and that users will need to set a new password when logging in for the first time. A video tutorial could be included to help users understand the new features.

Step 5. Pre-launch testing

Before going live, the system should be made available for comprehensive functional testing.

Testing must not be limited to checking whether individual buttons work. It should cover complete scenarios carried out by real users, e.g.:

• creating an account,
• activating an account,
• first login,
• resetting a password,
• accessing documents,
• submitting a form,
• updating details,
• managing multiple contracts by a single user,
• viewing the system on mobile devices,
• handling incorrect or unusual data.

It is not only members of the project team who should take part in the tests. It is also worth involving Contact Centre staff and those who deal with customers on a day-to-day basis. They usually quickly spot unclear messages, missing information and scenarios that have not been covered in the standard test case.

The transition to production should only take place after both parties have formally confirmed readiness.

Step 6. Planning the portal migration

When changing portals, it is usually necessary to set a period during which the existing portal will be unavailable or its functions will be restricted.

During the migration window, the following tasks, amongst others, may be carried out:

• blocking the creation of new accounts in the old Online Customer Service Centre,
• preparing the final data set,
• migrating active accounts,
• removing any remaining duplicates,
• deploying the production configuration,
• verifying integration,
• conducting functional tests,
• redirecting user traffic to the new application.

The aim is to keep the downtime to a minimum, but its duration should not be the sole criterion. It is more important to carry out the work safely and to ensure that the results can be verified.

During the downtime, a notice should be posted on the portal – informing users of the expected time of service restoration and providing contact details for customers requiring urgent assistance. Depending on the architecture, appropriate redirects may also be implemented.

Step 7. Migration of user accounts

Once changes to the existing system have been locked, the team can begin the actual migration of active accounts.

As new accounts may have been created between the initial database purge and the start date, an additional check is required. The client should identify any inactive or duplicate accounts created during this period, and the implementation team should remove them before the final go-live.

Following the migration, it is necessary to check not only the number of records transferred, but also their quality and relationships. The following require particular scrutiny:

• links between accounts, users and contracts,
• email addresses used for logging in,
• assigned roles and permissions,
• document history,
• consent statuses,
• the ability to regain access,
• cases where a single user manages several locations or entities.

The migration should not be considered complete simply because the data has been technically saved in the new database.

Step 8. Production launch and rapid testing

Once the features have been implemented and configured for the production environment, randomised tests of the most critical processes should be carried out.

These should cover at least:

• accessing the portal website,
• logging in as a migrated user,
• setting a new password,
• accessing documents and data,
• form functionality,
• sending emails,
• verification of integration with external systems,
• the portal’s functionality on mobile devices.

Only once the tests have been successfully completed should the notice regarding the technical interruption be removed and the system made available to all users.

The team should also have a contingency plan in place. This must specify what to do if a critical error is detected, who makes the decision to suspend the launch, and whether it is possible to revert to the previous solution.

Step 9. Preparing the organisation for the first few days

Going live does not mark the end of the implementation. The first few days of the new portal’s operation are usually a period of increased queries.

Even if the system is working correctly, users may need help setting up their passwords, finding documents or understanding the new login procedure.

Therefore, before going live, you should prepare:

• user guides,
• a list of frequently asked questions and their answers,
• pre-prepared responses for the Contact Centre,
• a procedure for reporting errors,
• a process for escalating issues to the technical team,
• additional staff for the first few days of operation,
• monitoring of support tickets and user behaviour.

Customer service staff should familiarise themselves with the new portal in advance and go through its key features. They must not be left to learn the system only when the first customer calls. The technical team should also be ‘on standby’ during the first few days of the new portal’s operation – they may need to resolve urgent issues or fix technical faults that only become apparent in the production environment.

Step 10. Post-launch support

Following the go-live, it is important to monitor not only the system’s technical availability but also how it is being used.

It is worth monitoring, amongst other things:

• the number of successful and failed logins,
• the number of password resets,
• the most common errors,
• the number of activated accounts,
• the workload on the Contact Centre,
• the popularity of individual features,
• the number of cases handled via self-service,
• feedback provided by users and staff.

Based on this information, messages, instructions and interface elements can be quickly improved. The implementation of the portal should not be treated as a one-off project. It marks the beginning of the further development of digital customer service.

The four pillars of a successful transformation of an existing Online Customer Service Centre into a modern customer portal

Based on experience gained from working with numerous utility sector clients, the Connectpoint team has identified four elements required for the effective transformation of an Online Customer Service Centre into a customer portal. These are:

1. A well-suited product

The portal must meet the needs of users, the organisation’s processes and the systems in use. It should be easy to use, secure, efficient, feature a modern interface and be accessible on mobile devices.

2. Proper project planning

The schedule must cover not only development, but also data preparation, testing, communication, migration, go-live and the stabilisation period.

3. Collaboration between the client and a competent implementation team

The supplier is responsible for the technology and organisation of the process, but the system owner knows their users – the clients, the data and the internal procedures. Only active collaboration between both parties enables the right decisions to be made.

4. Post-launch support

The first few days of the portal’s operation require a rapid response, good communication and a readiness to make adjustments. The implementation team should remain available even after the migration has officially been completed.

The customer portal as a process, not just a product

Modern features, an intuitive interface and extensive administrative capabilities form the basis of a good portal. However, they are not enough to guarantee a successful launch.

The system contains customer data, documents and information relating to their billing. The portal is used by end users, so any downtime or ambiguity is immediately visible outside the organisation.

This is precisely why it is worth choosing a partner who not only provides the right technology, but also has practical experience of working with similar clients and is able to guide the organisation through the entire process: from needs analysis and the preparation of mock-ups, through data organisation and communication with users, right through to migration, go-live and post-launch support.

When changing an Online Customer Service Centre, the real value lies not just in the new portal, but in safely guiding the entire organisation through the change process. At ConnectPoint, we combine the development of modern customer service solutions with experience in implementing systems for the utilities sector – backed by dozens of project hours and, above all, the smiles on users’ faces. We help plan the scope of the project, organise data, prepare communication with users, carry out testing and minimise the risks associated with the go-live. If you’re considering upgrading or replacing your current Online Customer Service Centre, let’s discuss how to carry out this process efficiently and with as little disruption to users as possible.

The post How can you minimise implementation risks and smoothly replace your existing application with a modern customer portal? appeared first on ConnectPoint.

The key topics of the conference were closely aligned with areas that are particularly important to us: data quality and availability, Data Intelligence, OT/IT systems integration, the use of artificial intelligence in industry, the development of MES solutions, and the design of architectures that effectively support business and operational decision-making. A clear conclusion from many presentations and discussions was that successful digital transformation does not begin with technology alone, but with solid foundations: high-quality data, the right tools, well-designed architecture, and close collaboration between business, operations, and IT.

ConnectPoint actively participated in the event, including by organizing workshops focused on predictive maintenance in practice. We discussed how to combine AI, process data, OT/IT systems, and the expertise of maintenance teams to detect anomalies more effectively, assess failure risk, reduce costs, and support better operational decisions. This practical approach clearly shows that artificial intelligence and advanced analytics deliver the greatest value when they are embedded in real industrial processes.

Another particularly important moment for us was the presentation by one of our customers – Twinings – who shared their experience with using our solutions. It was a strong confirmation that digital transformation delivers measurable results when technology addresses specific business and operational needs.

AVEVA Digital Transformation Days 2026 demonstrated the significant value of bringing together the perspectives of technology leaders, implementation partners, and companies that are already progressing on their digitalization journey. For organizations looking for answers to their current challenges, the event was an excellent opportunity to explore practical use cases, exchange experiences, and discuss how to build digital maturity step by step.

Our collaboration with AVEVA and ASTOR is especially important in this context. This partnership enables us to support customers in building modern, scalable, and well-integrated data environments that become the foundation for further optimization, automation, and the use of AI in the industrial and energy sectors.

We would like to thank ASTOR and AVEVA for the opportunity to be part of this event, as well as all participants for inspiring conversations, valuable knowledge exchange, and openness to discussing the future of industry. Digital transformation is a continuous process – and that is why we are even more pleased to co-create an ecosystem of partners and technologies that help companies move forward on this journey in a well-structured and effective way.

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The AVEVA World 2026 agenda strongly emphasized topics that have also been close to ConnectPoint for many years: AI, cloud, digital twins, no-code and low-code solutions, industrial APIs, modern visualization, and the concept of a single trusted source of truth for organizations. The event program included sessions dedicated to AI readiness, hybrid MES solutions, AVEVA CONNECT, data integration with analytics platforms, digital twins, and no-code machine learning. 

One particularly important topic was the role of connecting data from various systems and making it available in a consistent, scalable way. In practice, this means the ability to build more flexible data architectures, create analyses faster, integrate with cloud tools, and provide business and operational users with information in a form that supports their daily work. 

For ConnectPoint, this area is especially relevant, as the company has been supporting customers for years in designing, implementing, and developing environments based on the AVEVA PI System, AVEVA Edge, and IT/OT integration. ConnectPoint specializes in acquiring process data, integrating OT systems with business systems, building data models, creating visualizations, reporting, data analysis, and digital twin solutions. 

During AVEVA World 2026, Tomasz Węgrzyn, Head of OT at ConnectPoint, delivered a presentation titled “Digitalization of the Warsaw District Heating Network,” prepared jointly with our customer, Veolia Poland. The session focused on a long-term collaboration aimed at building an integrated digital ecosystem that combines advanced analytics, automation, and operational management, as well as the use of PI System data to develop the OptiGo! platform, which supports savings management. 

The topics discussed at AVEVA World further confirmed that industry is moving more clearly toward the practical use of data — not only for reporting, but also for prediction, optimization, automation, and better asset management. The solutions presented during the event showed that manufacturing companies want to move faster from data to decisions, while AI and no-code tools are expected to support not only data science teams, but also engineers, operators, and maintenance professionals. 

At the same time, as always, the most interesting question remains highly practical: how will these solutions perform in complex, real-world industrial use cases? It is precisely in such projects that integration experience, understanding of customer processes, data quality, and the ability to connect the worlds of IT and OT become crucial. ConnectPoint continues to develop these competencies in projects for the energy, utilities, and industrial sectors, supporting customers in areas such as digitalization, data analysis, system integration, and process optimization. 

AVEVA World 2026 was therefore a highly valuable experience for ConnectPoint — both from a technological and relationship-building perspective. Informal meetings, conversations with partners, and the opportunity to observe the development direction of the AVEVA ecosystem helped us better understand where the market for industrial data platforms is heading. 

Our conclusion after returning from Milan is clear: we came back with confirmation that, as an integrator and partner, we are moving in the right direction. We also returned with many inspirations, new ideas, and an even stronger conviction that we are close to the topics that will shape the next generation of industrial projects — from data integration, AI, and digital twins to building consistent, scalable environments that support operational and business decision-making. 

Thank you to everyone for the productive conversations, inspiring meetings, and the opportunity to discuss what matters most to our industry. 

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ASTOR is one of Poland’s leading providers of industrial technology, specializing in automation, robotics, industrial software, and Industry 4.0 solutions. The partner program that ConnectPoint has now officially joined brings together system integrators and technology providers with proven experience in delivering advanced implementation projects and meeting high technical and business standards. Gold Partner status confirms that ConnectPoint is among the companies that stand out in this ecosystem, both in terms of technological expertise and the quality of project delivery.

“This distinction is, above all, a confirmation of our team’s many years of hard work and the expertise we continue to build in the area of modern industrial technologies. We specialize in projects that combine automation, production data, manufacturing management systems, and solutions at the intersection of IT and OT,” says Tomasz Węgrzyn, Head of OT at ConnectPoint.

ASTOR Gold Partner status opens up new opportunities for technological collaboration, technical support, engineering consulting, and the execution of joint conceptual and pilot projects. An important part of this partnership is also knowledge sharing and the continued development of the team’s capabilities.

The greatest benefits of this partnership, however, are felt primarily by ConnectPoint’s customers. Partner status gives them access to proven technologies and direct support from the manufacturer’s expert network. In practice, this translates into greater project security, faster resolution of technical issues, and access to the latest technological solutions. Joint projects carried out with ASTOR also make it possible to build solutions tailored to the real needs of manufacturing plants.

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This is a key milestone for ConnectPoint as well as for our partners and customers. It confirms the company’s operational maturity and alignment with internationally recognized security standards. These aspects are particularly important in the energy, utilities, and modern IT services sectors, where trust and data protection are fundamental to long-term cooperation.

What is ISO/IEC 27001?

ISO/IEC 27001 is a globally recognized standard that defines the requirements for an Information Security Management System (ISMS). It covers, among other things:

• identifying, assessing, and controlling risks related to information processing,
• ensuring the confidentiality, integrity, and availability of data,
• implementing a clearly defined set of organizational and technical security controls,
• continuously improving processes related to information security.

Achieving this certification means that an organization meets stringent data protection requirements and is committed to continuously enhancing its approach to risk management.

What does this mean for our customers and partners?

Obtaining ISO/IEC 27001 certification not only confirms the maturity of our internal processes, but more importantly delivers tangible value for our customers:

• Security of entrusted information – we apply proven, independently audited data protection practices.
• Alignment with international standards – our operations are consistent with global requirements for information security.
• Continuous improvement – we regularly enhance our procedures and systems to maintain the highest level of security.

The ISO/IEC 27001 certificate confirms that the processes and practices used at ConnectPoint meet international requirements for information security management. This is especially important in the energy, utilities, and IT services sectors, where we work with sensitive data and systems that are critical to our customers’ operations.

Earning this certification is the result of a company-wide effort at ConnectPoint. Together, we have implemented and embedded standards that directly translate into the quality and reliability of our services. This has included: harmonizing security policies and procedures, structuring and strengthening our risk management processes, enhancing access control and identity management, conducting regular tests and technical reviews and introducing formalized security standards across the entire organization.

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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!

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