Actalent: Why Utilities Need Purpose-Built Telecom Systems

As grid modernisation and increasing energy demands becomes more complex worldwide, integrating advanced telecoms infrastructure is now more essential for utilities than ever before.

Utilities are now faced with adopting strong communication networks, particularly as the energy landscape evolves, to support real-time data exchanges and to improve overall efficiencies. This includes leveraging technologies like private LTE (PLTE) networks, which provide the reliability and speed necessary for managing distributed energy resources (DERs) and ultimately stand to strengthen the grid.

Such telecom upgrades ensure that utilities can monitor energy flows, optimise resource management and ensure regulatory compliance.

On this, Andrew Bordine, Head of the T&D Grid Automation Practice as Actalent, leads efforts to leveraged advanced electric grid technology and telecommunication networks for utility providers. With more than 20 years in the industry, he is well-versed in grid automation and utility infrastructure. 

In this interview, he explains how utilities can acquire and utilise the US Department of Energy’s US$5bn GRIP funding to build out telecom infrastructure, whilst highlighting the need for talent necessary for these grid modernisation projects.

Why is purpose-built telecom infrastructure vital for energy and utilities, particularly as they navigate the energy transition and manage record levels of energy consumption?

Energy systems are becoming increasingly complex over time. The ability to operate an electric grid safely and effectively in both normal operation and in storm emergencies requires a sophisticated system to capture and analyse data and then translate that data — often in real-time — into actionable guidance for business-critical decisions. 

Having telecom infrastructure that is purpose-built has several advantages for utilities:

• Utility grade and uptime: I often refer to utility purpose-built networks as being utility grade, meaning that they can be designed to specifications that are more demanding than most. Utilities, for example, may need networks with 100% uptime to ensure that tens to hundreds of thousands of customers don't lose power. Since there is more at stake than a typical carrier phone network in terms of emergencies, these systems are designed accordingly
• Network and traffic prioritisation: When the utility owns the network, it determines how to prioritise network traffic. What may be needed during normal operations can be put on hold to allow larger portions of bandwidth to be used to pass critical information during a storm emergency or other event.  By having control over what data is prioritised, a utility can remain in operation and make the best decisions for restoration events as they happen.
• Equipment nearing end of life and refresh cycles: Utilities that own their networks determine what technologies and devices they want to use to accomplish set goals. They have the flexibility to decide when to change out their equipment without being disrupted by changes made by external carriers. As a result, they can conduct thorough testing and allocate funding appropriately before implementing significant technological changes.

How can utilities effectively leverage the Department of Energy’s US$5bn GRIP funding to develop and enhance telecom infrastructure for better grid modernisation?

The federal government allocated funding to several key areas accessible to utilities. 

Most of these grants share a common requirement — the need for data and communications to ensure success in these projects. 

Whether the utility is exploring wildfire prevention, like weather stations, cameras and sensors, or looking for system hardening and improved reliability, like remote circuit switching, fast trip reclosures, circuit monitoring and AMI, enhanced communication models are no longer a nice to have, but an imperative.

Given the critical need for telecom skills and utilities experience, what approaches can the energy sector take to attract and retain the necessary talent?

While some technologies can be new to utilities, most are not new to the telecom sector. For instance, public carriers have been designing, installing and operating somewhat similar networks for years. 

As such, finding journey-level talent versed in this technology is not a major issue. Instead, the challenge for most utilities lies in finding leaders who understand both the technology and the utility use cases that it should be applied to. 

Leaders with a mind for the big picture can translate this knowledge into meaningful solutions for the future.

Because of this, it is critical for utilities to think about leadership and expertise when telecom programmes are in their infancy. 

Utilities should look to cultivate some talent internally while also looking to professional services firms to help bridge the talent gap in the early development stages.

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