Access to network assets is a critical activity for networks - both ensuring that the right people have appropriate access at the right place and time and also in ensuring those who should not have access are kept out.
Our standard iron key approach is increasingly difficult to manage to meet this requirement. Additionally alternative technologies can potentially deliver a whole new range of useful capabilities alongside vanilla asset security.
Software enabled locking systems are available but do not provide the levels of flexibility or security that are required. Nor do they overcome many of the issues of the current iron keysets.
This project aims to further develop, modify and trial a system based on technologies currently used in the banking sector that may be able to address the shortcomings of the currently available approaches.
Benefits
It is anticipated that an operational system, rolled out through the normal process of asset replacement, would save around 30% of the current replacement cost of the current system. This provides a saving of around £4m to the customer on each replacement cycle for Northern Powergrid.
In addition costs of ownership would be expected to fall and the current cost of replacement locks would be halved. This represents a further saving for Northern Powergrid of around £180k per annum across an entire life-cycle.
Both of these benefits would be reflected in lower operational costs and passed on to customers through the normal price control mechanisms.
Considering these benefits across the whole of the GB distribution network gives an estimated saving of around £40m over a lifecycle. Including transmission and gas networks would yield further customer benefits.
Additional benefits would also be available in customer service improvement through a reduction in restoration at times of extreme network stress. Also improved lone worker security and discouraging life-threatening, malicious trespass are additional tangible benefits that are difficult to value financially.
Learnings
Outcomes
The project delivered a system at TRL 8, which is operationally effective providing real-time reporting, heightened control, improved security, a safer working environment with enhanced customer response. Given the range of benefits the system offers, in comparison to an ‘iron key’ estate it is assessed as cost effective. The changes and improvements in the system over the project means the system has moved on from just an Access Management System, to an Asset Management System, with the potential to integrate a wide range of modules allowing for example linking access to the users’ training records. The duty of care facility can also be expanded to include the use of video recorded audit trails.
The CentraLock system has now reached a point in its development where it provides a realistic alternative to traditional ‘iron’ key and electronic locking suites, subject to the end users commercial considerations. In accordance with the original objectives of the project a generic “keyless” locking specification has been developed and may form part of Northern Powergrid’s locking replacement tender.
The initial priority to provide a system that is not only cost effective, give real-time reporting and heightened control, but also provides a safer working environment and enhanced customer response. The full functionality of mobile technology allows for an increased environmental reduction in unnecessary travel, for multiple purposes, this combined with the extensive rejuvenating battery life of the MPac means reduced landfill, costs and transportation.
Lessons Learnt
Generic lessons learnt include improved engagement and project-drive from the senior management. User(s) buy-in is vital to any project and must be instilled at the beginning of a project and driven throughout the life cycle of the project for it to succeed. Implementation of any new technology is always easier if the users are engaged at the early stages and involved to take ownership and aid in integration.
The importance of contingency planning was highlighted by the pandemic, in areas of costings, logistics, material supply and planning process, the lessons learnt here are to not underestimate the impact of external forces and ensure contingencies and alternatives to the project are outlined at the beginning of the project to ensure agreed alternatives and planning can be implemented.
Specific lessons learnt relating to the formation and progression of the CentraLock system can be reviewed in the CentraLock: Remote Asset Management System – Ofgem Project Final Report v.1.0 – 29th March 2022.
