December 2025 - Digital Strategy Action Plan Update

Executive Summary

As we close out our RIIO-T2 Digital Strategy, we mark the successful delivery of our original execution plan. Our digital investments have consistently delivered increasing value, supporting our ambition to contribute over 15% to the UK’s total carbon reduction targets and helping accelerate progress toward net zero by 2050.

Over the past five years, we’ve moved decisively away from legacy systems and manual processes, embracing a new generation of digital tools and capabilities that power efficiency, accuracy, and better decision-making across all areas of our business. This transformation has enabled us to operate as a more agile, data-driven organisation, one that is strategically positioned to meet the demands of a growing network and deliver long-term value.

In the last six months, we’ve continued to build momentum through targeted digital enhancements, each aligned to our overarching vision of delivering value across Customers & Stakeholders, Projects & Capital Delivery, Network Planning, Asset & Operations, and Enabling IT:

Our Customer Relationship Management (CRM) platform is now live across the full Pre-Application and Application journey. This directly supports Customers and Stakeholders, offering a high-quality, transparent, multi-channel service and is the foundation of increased assisted and self-serve capabilities.

PowerFactory is now fully embedded within our Connections Team, supporting Network Planning by enabling faster, more accurate system modelling. This unified database improves data quality, auditability, and collaboration, helping us plan a network fit for net zero.

The launch of our Integrated Project Management (IPM) reporting suite has transformed Projects & Capital Delivery, consolidating data into a single source of truth and streamlining project tracking and execution. This shift away from paper and Excel-based processes reflects our move toward a modern, slick, and interactive business.

We’ve advanced our data strategy, evolving our capabilities in data culture, governance, and technology. By treating data as a product and enabling self-service, we’re embedding a federated governance model that supports Asset & Operations through enhanced asset data collection, network monitoring, and situational awareness, laying the foundation for Complete Network Insights.

Our Enabling IT capabilities have matured, delivering a fit-for-purpose suite of applications that support end-to-end business processes now and into the future. These achievements reflect the strength of our strategy and the commitment of our people. Looking ahead, our focus shifts to RIIO-T3. A new digital strategy will be published in early 2026, with a strategic emphasis on enabling world- class asset management, accelerating network growth, and becoming a truly data-driven organisation through our Run, Grow, Transform model.

From James McLean, SSEN Transmission Chief Information Officer
In the last six months, we’ve continued to build momentum through targeted digital enhancements, each aligned to our overarching vision of delivering value across Customers & Stakeholders, Projects & Capital Delivery, Network Planning, Asset & Operations, and Enabling IT.

We encourage all stakeholders with any feedback or questions to get in touch at transmission.stakeholder.engagement@sse.com. 

Below offers a preview of what’s to come.

The Road Ahead: A glimpse at our RIIO-T3 vision and key investment areas

Our RIIO-T3 Strategic Goal: Harness Digital Capabilities to power business growth and speed. 

This forward-looking strategy marks a step change from our current approach and signals our evolving investment priorities and strategic acceleration in RIIO-T3. This will be finalised and published in early 2026. 

The vision behind our products and services

We are continually enhancing our business by leveraging digitalisation and providing instant access to a wealth of data and insights. Our teams are consistently upskilling in digital competencies as we continue to build new capabilities, collaborating seamlessly with world-class tools to efficiently plan, expand, and sustain a network aimed at achieving net zero.

With enhanced data-sharing capabilities with our industry partners, improved asset management, and the establishment of our new disaster recovery centre, we are strategically well positioned for sustained growth as we approach RIIO-T3.

What we have achieved in the last six months

Stakeholder feedback in relation to the products we have delivered

Value Stream	Stakeholder engagement and feedback
Customers and Stakeholders	As part of our move from ETHOS to CRM, it has been essential to involve stakeholders at all levels within the business, to ensure effective communication and input is always in place. Multiple awareness communications, drop-in sessions and direct input into the CRM build from our stakeholders have provided hugely beneficial. Feedback from users is that the system will transform ways of working, providing them with trusted and accessible data, and a friendly user interface. Users have commented that the overall customer experience will be hugely improved with the new system.
Projects & Capital Delivery	C&E Hub and IPM Platform: Delivering Tangible Benefits Across Teams Recent product launches have significantly improved visibility, coordination, and operational efficiency across environmental and project management functions: • C&E Hub launched: Centralised environmental data platform now live, supporting biodiversity net gain and nature recovery. Users report improved coordination, time savings, and portfolio-wide visibility. • User feedback: Nature Delivery Officer: “The Hub gives us visibility. We’re saving time, improving coordination, and delivering on our £100 million nature recovery commitment.” Project Lead: “We now manage environmental data at scale. Visibility across the portfolio makes our work efficient and effective.” • IPM platform enhancements: Automation of monthly Project Management Reporting enabling project managers and directors to review project health status based on schedule, safety finance, risk, quality and engineering data insights and automated RAGS Key project info (gate data, contacts, documentation status) is now all in one place and easily available, reducing time spent reviewing meeting notes.
Network Planning	Power Factory Transition: Positive Impact Across the Business • Successfully transitioned from PSSE to Power Factory, receiving positive user feedback from our Investment Planning Engineers on the enhanced capabilities. • Built on accurate core asset data, the system improves consistency across the business who are already voicing the benefits of a single database for trusted data. • CIM-compliant design enables seamless model sharing with TOs and DNOs. Our Engineers have voiced delight with the removal of rework in this space • Users are actively training colleagues, supporting skill development and smoother adoption. Feedback has shown that this approach works fantastic in both upskilling our current engineers, and onboarding new engineers and allowing the business to retain and share knowledge.
Asset Management & Operations (IT)	The Asset Information Systems, Operations, and Asset Risk and Investment Teams remain strongly supportive of plans to centralise and align asset data across Maximo, ArcGIS, and Invest. Success depends on robust integration, enabling unified work planning, better data quality, and improved decision-making. This positions us well for RIIO-T3 to build on strong foundations.
Asset Management & Operations (OT)	Teams and stakeholders across the Asset Management and Operations (Network) Directorate remain closely aligned across all projects, helping us build the right solutions first time and driving positive internal feedback. We have delivered new build Control Room Facilities and new Network Insight capabilities which the associates SSEN Transmission teams are now benefiting from. We also continue constructive collaboration with NESO and boundary TOs to ensure shared outcomes.
Enabling IT	We’ve added new datasets to the Open Data Portal in response to customer and stakeholder feedback. We continue working with the Asset Management business teams to use Asset, Project, and Finance data in the Integrated Data Portal for reporting, automation, and quality control - while expanding integration with other systems.

All our Digital Projects align to robust People Side of Change plans. These leader-led initiatives are designed to drive engagement and adoption as we embed new systems, processes, features and behaviours. Our change plans follow the ADKAR model and are tailored to support our business objectives, enhance our ways of work, drive cultural change and respond to our Great Place To Work survey results.

The Products and Services that we will be working on

We continue investing in digitalisation, interoperability and data sharing to deliver a fit-for-purpose suite of applications that supports end-to-end business processes. This enables the business to deliver its strategic goal to grow our network, with ASTI projects being a priority. We are focusing on making it easier for our colleagues, customers and stakeholders to access, request, analyse and gather insights from our data. The Products and Services we are working on during the next quarter will improve collaboration, standards and enhance our data ecosystem so we can deliver optimal system planning, maintenance and asset health, and thereby enhance our customer and stakeholder experience.

On the following pages, we share a plan of key milestones that we will deliver across 2025/2026, as they relate to the Products and Services above.

This plan shows the key milestones we will reach over FY24-25/25-26

Completed or de-commissioned/de-prioritised Projects

Using the web to deliver for customers

Managing Community Benefit Fund Applications

We believe that the communities who host our infrastructure should share in the benefits. Our aim is not just to deliver clean green energy to where it is needed, but to leave a positive and lasting legacy for local people. The Community Benefit Fund is one of the ways we achieve this, with £100 million of funding available for community groups to apply for projects that make a real difference in their area. For more information, please visit: Community Benefit Fund - SSEN Transmission

Previously, applications were submitted and managed via Microsoft forms and delivered to us by email. While this provided access, it created challenges in tracking, reporting, and managing the lifecycle of each application.

To strengthen the process and improve user experience, we have now moved to accepting and managing all applications through Salesforce. This upgrade allows us to:

• Centrally manage applications from submission to decision, giving a single, clear view of progress.
• Streamline workflows, making the process smoother for applicants and administrators.
• Improve transparency with clear status updates and better tracking of funds awarded.
• Generate richer insights and reporting to help us understand community priorities and measure impact over time.

By embedding Salesforce into the process, we’re ensuring that every application is managed consistently, fairly, and efficiently from submission to funding if successful. This not only improves the experience for applicants but also strengthens accountability, helping us demonstrate how these funds are being used to deliver long-term benefits.

Delivering for stakeholders and wider society

Launch of Stakeholder Engagement Strategy

We proudly launched our enhanced Stakeholder Engagement strategy. The journey was featured on our website and shared widely across social media platforms. The draft strategy, released in November 2024, invited stakeholders to review and provide feedback. By incorporating this valuable input, we have finalised the strategy to ensure it meets stakeholders’ needs and expectations. 

Our commitments

Continuously improving our engagement

We commit to continuously improving our engagement and services by learning and evolving our approach:

• Actively seek feedback from our stakeholders and act on it in a timely manner.
• Continuously gather insights on stakeholder needs, share knowledge and learn from others.
• Strengthen our internal culture of stakeholder engagement through clear processes, systems, and behaviours. 

Building trust and understanding

We strive to build trust and understanding, by encouraging participation and giving access to relevant information:

• Foster an inclusive environment where diverse voices are heard, respected, and considered. 
• Ensure our communication is accessible, providing information at the right level and at the right time. 

Realising societal benefits and advocating for change

We will realise societal benefits and advocate for our industry by championing change:

• Actively participate in industry change as a committed advocate for stakeholders.
• Develop partnerships that deliver mutual benefits for all parties.
• Co-design socio-economic benefit delivery models with stakeholders. 

Using digital channels to boost volunteering across local communities

At SSEN Transmission, we’re committed to making a positive impact in the communities we serve. Over the past six months, we’ve strengthened our volunteering efforts by using digital tools to make it easier for community groups to request support and for colleagues to get involved.

Laying a digital foundation

We launched a dedicated volunteering webpage and online request form - removing barriers and making it easier than ever for community groups and charities to connect with us. This marks a key step in our journey of using digital methods to support communities.

Driving engagement through digital channels

To raise awareness and encourage uptake of our volunteering days, we’ve deployed a range of digital and physical tools:

• QR Codes link directly to the volunteering form and are now featured in printed materials, stakeholder communications, and digital content.
• Pop-Up Banners with embedded QR codes are being used at public events and distributed to regional offices in Aberdeen, Inverness, Shetland, and Perth to promote volunteering at local engagement events.

These efforts bridge in-person and digital engagement, helping us reach more communities and inspire action.

Internal Communications: Building a Culture of Volunteering

We are working with our Internal Communications Team to embed volunteering into daily culture through a consistent messaging strategy. Tools like Viva Engage, Transmission Connect, targeted mailshots, and office TV screens are being used to spark interest and celebrate community impact.

External Communications: Amplifying Our Reach

We have launched a co-ordinated digital campaign to promote volunteering externally:

• Paid Social Media Campaign on Facebook, Instagram, and LinkedIn, featuring a video advert with nine regional versions.

• Volunteering FAQs now live on our website to guide communities and colleagues on how to get involved.

• Good News Stories shared via blogs and social media, with some community groups amplifying our impact through their own channels.

• Media Coverage in digital and print outlets is helping raise awareness of our support for local communities.

Driving a Step-Change: Empowering Internal Champions

Our volunteering programme is backed by Lesley Reekie, Head of Community Engagement, aligning it with our wider stakeholder strategy and boosting visibility and impact. Lesley also features in our social media campaign, encouraging communities to request support directly.

Together, we are:

• Building internal buy-in for lasting cultural change
• Delivering digital and communications tools to support volunteering
• Engaging colleagues to champion opportunities and share success

This leadership-led approach is embedding volunteering as a core part of how we connect with communities and deliver social value.

Simplifying Stakeholder Engagement Logging

Tractivity–Outlook Add-in:

Effective engagement is vital to how we work with communities and partners. To make capturing interactions easier, we’re working to introduce the Tractivity–Outlook Add-in. This enhancement will allow colleagues to log stakeholder details, emails, and meetings directly from Outlook into Tractivity with just a few clicks.

We are progressing the technical development and integration work to ensure smooth deployment within our digital environment. A dedicated change plan and training will support adoption and help embed consistent engagement habits.

Benefits for Employees:

• Seamless logging from Outlook without switching systems
• Time-saving automation that reduces manual effort
• Centralised records for clearer engagement visibility and coordination
• Improved data accuracy by linking interactions at the point of contact

This upgrade addresses a key pain point and supports more efficient, reliable stakeholder engagement across the business.

Leveraging social media

Wider Reach and Impressions on Social Media

Over the past year, our social media efforts have yielded impressive results, demonstrating the effectiveness of our organic strategy. We have achieved a total of 6,479,462 impressions and 55,522 followers across our social media channels. This includes achieving a significant milestone of 50,000 followers on LinkedIn. Breaking this down, we recorded substantial growth compared to the previous year, where we had 6,018,210 impressions and 40,000+ followers. These figures highlight our ability to connect with our audience and amplify our message effectively.

In-House Development and Campaign Efficiency

Over the past year, we have brought more of our paid social media campaigns in-house, including targeting, content creation, and positioning. This approach has not only allowed us to reduce controllable costs but has also enabled us to better tailor our communications to our existing community demographics. By deepening our understanding of what resonates with different audiences, we are ensuring that our messaging is more targeted and impactful. We will continue to monitor the effectiveness of this approach on an ongoing basis, making refinements where needed to sustain both efficiency and engagement.

New Tools and Bold Ambitions

Earlier this year, we introduced Hootsuite to strengthen the way we manage and monitor our social media presence. This has streamlined scheduling, reporting, and campaign tracking, allowing us to be more responsive and agile in our content delivery. At the same time, we recognise that we need to be bolder in how we position ourselves, especially with the “stakeholders of tomorrow.” By leaning into innovative tools and sharper strategies, we are setting the foundation for greater impact.

Moving the Grid Forward: Digital Impact Update

In a campaign organised by the Energy Networks Association (ENA), we’re using social media in bold new ways to show people across, Scotland, England and Wales that our grid must move forward.

Phase 1 delivered results:

Clear messaging on unlocking renewables and building energy self-sufficiency.

National polling shows support for grid work is up 9% and awareness of the need is up 4%.

Local awareness highest in the north of Scotland, showing the combined impact of social media and stakeholder engagement.

Recognition at the highest level:

Downing Street praised the campaign in a letter to ENA CEO Lawrence Slade: “It is crucial we communicate the benefits of this transformation too – for jobs, climate, the economy and our energy security – and this campaign’s role in telling that story is welcomed by the Prime Minister.”

Proven reach:

The campaign has already reached more than 18 million people across Facebook and Instagram.

Phase 2: even bigger ambition

• Partnering with social influencers to amplify our message in new, innovative ways.
• Building on proven success to deepen engagement and reach wider younger audiences.

Accessing this document and other information

We recognise the importance of engaging with diverse groups and ensuring our processes are accessible and straightforward. As a stakeholder-led organisation working to AccountAbility’s AA1000 Stakeholder Engagement Standard, SSEN Transmission is committed to continuously improving our stakeholder engagement practices to ensure inclusivity and accessibility throughout your interactions with us.

We are proud to share that we have achieved a 95% score on the AA1000SES Stakeholder Engagement Maturity ladder for 2025 - an increase of 7% from last year, as part of our ongoing efforts to maintain and enhance our performance.

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Requesting information

If you are unable to access our website or reach us via email and require information about our Products and Services, please call our External Relations Team on 0345 0760 530 or write to:

SSEN Transmission | Grampian House | 200 Dunkeld Road | Perth | PH1 3GH

The SSENT Digitalisation Action Plan (December 2025) provides a full overview of all planned, ongoing, and completed initiatives. During this period, no projects have been deprioritised or discontinued. For information on previous achievements under our Digitalisation Action Plan initiatives, please refer to earlier versions of this plan, which are archived on our website. Printed copies are also available upon request.