Energetica India 89 - May 2020

ality (VR) provide a clearer three-dimen- sional picture of assets remotely too, empowering more of the workforce to have greater visibility of the grid. These smart technologies can run thou- sands of scenarios, including emergen- cy scenarios like pandemics, meaning networks can be specifically designed and planned to be resilient in such cir- cumstances. The overall outcome is a more resilient and intelligent system with less depen- dence on human intervention. In ad- dition, such solutions also enable and develop people. Through the use of AR and VR, utilities can create the experi- ence of onsite training from even remote locations, while at the same time ensur- ing a safe environment. This helps with cross-leveraging and training talent from outside the utility sector (e.g., plumbers, electricians), ensuring a quicker, more agile response to changing manpower needs. Superior Customer Experience Going forward, delivering an improved customer experience will become a key factor in the success of the power sec- tor. Conversational Artificial Intelligence (AI) and chatbots ensure on-demand customer service 24 hours a day, sev- en days a week. Already a success in other industries, this interactive mode of communication can inform customers and solve simple problems in a cost-ef- fective way, reducing utilities’ reliance on large call centre teams, shortening call waiting times and improving customer satisfaction scores. Another factor to consider will be the major reforms coming soon in the global power sector, such as peer-to-peer trad- ing, time-of-use tariffs and asset-centric business models that replace the cur- rent customer-centric models. ‘Prosum- ers’ will be able to buy and sell electricity from and to multiple providers within the Indian power sector, further changing the dynamic of the customer experience. Bold New Solutions While in the short-term manpower will continue to be a critical part of the equa- tion for the power sector, the COVID-19 pandemic has taught us that alternatives now need to be put in place. Sudden and unexpected shortages of skilled and trained labour are now a real risk to the industry, and utilities would do well to step back and envisage bold new solu- tions to the challenges this presents. By learning from other industries and in- vesting in new technologies, the Indian power sector can develop the tools and models needed to improve their system resilience dramatically and deliver lean- er asset management. Such solutions will make a huge progressive contribu- tion to the wider industry, and ensure it’s better equipped to withstand future chal- lenges and emerge from them stronger than before. POWER SECTOR 43 energetica INDIA- May_2020