The First Patented Transformation Model in the World for Energy Sector Comes from Enerjisa Enerji

Enerjisa Enerji, the leading company in electricity distribution and retail sales sector in Turkey, continues to gain strength everyday by digitalising its services and solutions provided 24/7 for the customers. The company designed and executed its digitalisation process by branding it with the title of ‘E-TERNAL’ which is the first digital transformation model in the world that received patent protection in the field of energy. Carrying out its digital transformation project with an investment worth more than 1.5 billion TL together with its extensive technological ecosystem since 2009, Enerjisa Enerji will continue to create value as always with all its stakeholders.

As the electricity distribution and retail sales company in Turkey with 20% public shares and with Sabancı Holding and E.ON SE as the main fund holders, Enerjisa Enerji continues to strengthen the value it creates everyday by digitalising its services and solutions that are provided for more than 21 million people living in its areas of operation for 24/7. Enerjisa Enerji acts with the digitalisation vision of “Always Adding Value to Our World, Our People and Our Job with the Power of Technology while Providing Energy to Our Customers” and executed its digital transformation project with an investment worth more than 1.5 billion TL together with its extensive ecosystem since 2009 which is the first digital transformation model receiving patent protection in the world branded as E-TERNAL. E-TERNAL was designed in a way that is and will continue to be the driving force of Enerjisa Enerji, and the letter E in it represents a trilogy; Electron, Energy and Enerjisa Enerji.

The Digital Transformation Model that Carries Us into the Future
As one of the most important points in Enerjisa Enerji's vision, digitalisation is expected to strengthen even more with the global trends and the aim is also to increase efficiency at every step the company takes. In line with this, original programs for different departments and business areas were created in the digitalisation journey of the company by taking into account sustainability for the energy sector. All details of digital transformation were considered along with shared work spaces and the nature of doing business. 500 new digital initiatives were included in the scope for the next 5 years under 14 programs created in the frame of a 12-dimension model which is distributed along 4 main structures that focus on the customer, operation, energy market and technology. These programs which shapes and will shape Enerjisa today and in the future include scientists in relevant fields who have created big impacts in our country and in the world.

Stating that digital transformation project E-Ternal has provided a change that has spread across the whole company structure, Enerjisa Enerji Department Chief for Information Technologies and Digital Business Management Mehmet Fırat continued on the subject as follows; ‘At the centre of our Digitalisation model which touches our lives today and which will carry us into the future, there is the higher objective of our company which includes our world, our people and our profession as in everything we do. Our reason for being strengthens every day with the global trends such as electrification and urbanisation while we progress by providing efficiency at every step we take. We will be taking into account the trends which we call 5D, i.e., decarbonisation, distributed energy, digitalisation, democratisation and deregulation, for energy sector in our long-term plans and positions we will take as well as in our digital transformation perspective.’

Indicating that they positioned employees and company culture at the centre of the project, Fırat continued his statement as follows: ‘The essence of our job consists of 4 main structures located on our inner wings and each of these structures has 3 dimensions, totalling to a model made of 12 dimensions. In order to move forward into the future, we connected more than 500 new digital initiatives with these dimensions and paved the way we want to take in the long run. The frame that holds all these wings together consists of employees and culture while we proceed with a focus on data-oriented organisation by imagining the impacts of the future on our job and on our way of doing business in the future ahead of time. As with all the works we do, we will continue to take every step by considering sustainability as our higher frame.’

A project structure that enriches with stakeholder contributions

The scope of the project that includes all the digital initiatives taken since 2009 also involves internal and external stakeholders' contributions. In line with this, global comparisons were drawn, different project models were evaluated and past works done in collaboration with consultancy companies were taken into account. Simultaneously, a project structure that is in compliance with global and local trends, that has spread across the organisation with in-house works and that was owned by every department was developed.

‘E-TERNAL’, the first digital transformation model receiving patent protection in the world in the area of energy, and 14 programs that spread vertically in the fields of operation, customer, energy market and technology were given a name that had a big impact locally or globally with employees and company culture in its core.

Considering the Operational Level

• With the Ibn Sina program, the aim is to prevent work accidents and damages that may occur on the environment by strengthening digital skills. And the works in the field OHS strengthens even more with technology. Occupational safety is increased thanks to visual processing technologies and artificial intelligence solutions are offered. Digital system and infrastructure are strengthened in HSE field applications and various services are offered such as mobile inspection, e-record, digital signature, digitalising environment and OHS Web services.
• With the Nicola Tesla program, outage durations are minimised for more than 21 million consumers and supply continuity is ensured. Failure management is conducted based on end-to-end data and new digital initiatives are brought to life in areas such as maintenance, lighting, system optimisation, etc. An additional aim is to increase propagation of SCADA and making the grid smart.
  
  With the Michael Faraday program, energy grids are managed end-to-end. Enerjisa Enerji assets' life cycles are monitored on the field and managed on the system, and investment processes, field operations, geographical information systems are strengthened. Digital channels are used to speed up processes with services such as investment demand management, e-acceptance, e-assignment, etc.
• With the Marie Curie program, new technologies and analytic skills are used to organise maintenance at each level in an effective way in line with the operational needs. Digital and drone surveys are enabled with new technologies and quality and performance is optimised in estimation and preventive maintenance areas with performance improvement.

Considering the Customer Level

• With the Graham Bell program, the aim is to offer the best service and experience to our customers thanks to utilisation of new technologies. The aim is to use chatbots, voice and text analytics, emotion analysis, automated call systems and voice recognition technologies in order to increase service quality with digital skills to strengthen the contact with the customer as well as to increase self-service applications that will enable customers to complete their own processes.
• With the Leonardo Fibonacci program, the aim is to offer digital solutions and differentiate in the energy sector with user-friendly products and services in line with human, technology and customer-oriented approaches. Digital sales skills will be gained in the field and momentum will be gained with process robotisation.
• With the Louis Pasteur program, the aim is to meet the expectations of the customers with integrated product/service development skills that are flexible and adapted. A flexible product development infrastructure is being established by strengthening product development infrastructure. Long-term collaboration tools' developments are continued along with new and existing products and pricings specific to the customer.
• With the Rumi program, the aim is to offer the best digital experience to the employees. Digital reporting abilities and automation are being increased and human resources continue to include even more next generation technologies and analytics processes with an integrated management approach.

Considering the Energy Market Level

• With the al-Khwārizmī program, digital reporting skills will include more automation and supply processes will be accelerated with portals and digital flows. Digital monitoring and management abilities related to the transactions conducted on the market will be strengthened.
• With the Albert Einstein program, the aim is to empower our activities in the energy market in which we are the biggest actor. Integrated applications will be brought to life in energy management and many analytic and technological infrastructures will be implemented in order to increase the market performance.
• With the Cahit Arf program, many initiatives will be taken in numerous areas, particularly automation services, customers' application and demand management, operational performance and supervision in order to increase the response and performance of the process from consumption to collection according to the needs of the customers.

Considering the Technology Level

• With the Hezarfen program, the aim is to establish the technological base and operational infrastructure required for all our work processes and propagate these across all our regions.
• With the Mimar Sinan program, the aim is to adapt our technological infrastructure to the needs of the future. With digital signature, digital archive service is provided as well as data analytics, cyber security and data governance. New technology and work infrastructure enable us to establish a technological road map and digital work space.
• With the Alan Turing program, the aim is to make the operations more effective using the power of technology and data. Finally, the aim is to increase field work optimisation and operation efficiency as well as process and system improvements and to offer the best for Enerjisa Enerji and customers with analytic solutions.