Business area digitalisation analysis

Water and utilities companies: digitalisation opportunities

Connecting drinking water, wastewater, heating, territory and other municipality or infrastructure-based utility asset, operations, field works, customer and compliance data into a single managed digital chain.

Digital maturity

Typical digital maturity

Shows the level of technological and process digitalisation at which companies in the sector or business area typically operate today.

A typical market situation is assessed, not the most advanced companies.

The assessment consists of five equally weighted dimensions:

Core system usage
Whether ERP, CRM, WMS, MES, customer portals or other operationally important systems are widespread in companies.
Process digitalisation
How many core processes run in systems and how many are still managed manually.
Systems integration
Whether core systems exchange data between themselves or whether employees transfer information manually.
Data quality and readiness
Whether core data is structured, up-to-date, consistent and suitable for automation and analytics.
Advanced data use
Whether real-time analytics, forecasting, automated alerts, optimisation models or AI are used.

The final score is the average of the five dimensions.

1–5 scale

  • 1 very low maturity
  • 2 low maturity
  • 3 medium maturity
  • 4 high maturity
  • 5 very high maturity

A low maturity score does not necessarily indicate low potential. On the contrary, low maturity and a high level of manual work may indicate significant untapped digitalisation value.

medium
Skaitmenizacijos potencialas

Digitalisation potential

Shows how much significant business value a typical sector or business area company can create by systematically digitalising core processes.

The rating is calculated on a 100-point scale across five dimensions:

Process frequency and scale 20 %
An assessment of how frequently the digitalised processes recur and what proportion of operations they represent.
Manual work intensity 20 %
An assessment of the extent to which processes depend on email, telephone, Excel, paper documents and repeated data entry.
Impact on revenue and costs 25 %
An assessment of the potential effect on sales, margin, customer retention, administrative costs, errors, downtime or inventory.
Growth and scale potential 20 %
An assessment of whether digitalisation would enable operational capacity to be increased without expanding headcount and costs at the same rate.
Impact on decisions and risk 15 %
An assessment of the potential effect on data reliability, decision-making speed, customer experience, and the reduction of errors and operational risk.

The final score is calculated according to the assessments and weights of all dimensions.

100-point scale

  • 0–20 very low potential
  • 21–40 low potential
  • 41–60 moderate potential
  • 61–80 high potential
  • 81–100 very high potential

A high score does not mean the solution will be easy to implement. It indicates the size of the potential value, not the implementation complexity.

88/100
Biggest challenge
Network, quality and customer signals insufficiently converted into incident actions
Biggest opportunity
Unified network, quality and customer impact management

The greatest value is created by the ability to quickly understand from a single signal which network asset is affected, which customers are at risk and what action will restore service.

Operating model for water and utility companies

Operations include water intake and treatment, wastewater collection and treatment, heat or other utility transmission, network maintenance, meter accounting, billing and customer service. The primary digital task is to link network topology, real-time status, field operations, quality and customer impact.

Network topology is the foundation of operational decision-making

Relationships between assets, valves, zones and customers must be sufficiently accurate for real incidents.

Quality data requires location and time context

A laboratory result must be linked to the measurement location, network regime and required action.

A customer bill begins with reliable measurement

The meter reading version, calculated quantity, correction and tariff must form a traceable chain.

Market and technology context

The EU water resilience direction encourages leakage reduction, infrastructure modernisation, smart meters and data-driven management. For utilities, this means moving from periodic measurement to an integrated network, quality, customer and field work chain.

  • Water resilience and climate riskLoss reduction, resource planning and infrastructure resilience are becoming strategic priorities.
  • Ageing networks and capital constraintsInvestment must be allocated according to actual asset risk, losses and customer impact.
  • Smart meters and real-time customer expectationHigher data frequency enables better control, but requires a reliable exception and communication chain.

Typical operating process

01

Resource production and treatment

Water abstraction, treatment, heat generation, equipment regimes, energy and quality are managed.

02

Transmission and distribution

Flows, pressure, temperature, network condition, losses and critical assets are monitored.

03

Metering and billing

Meter readings are collected, exceptions are checked, tariffs are applied and invoices are generated.

04

Incident and quality control

Signals, laboratory results and customer reports are linked to the network zone and impact.

05

Maintenance and field work

Crews receive the network diagram, shutdown points, materials, safety information and work priority.

06

Customer information and investment plan

Outage statuses, recovery time, complaints and asset reconstruction priorities are managed.

Digital maturity path

0

Separate network, meter and customer processes

GIS, SCADA, laboratory data, works and billing are managed separately, and incident impact is reconstructed manually.

1

Digital monitoring and basic accounting

Network status and meter readings are collected in systems, but exceptions, leakage, works and customer communication are not linked.

2

Integrated network asset and work process

Signal, GIS asset, fault, field task, completion and updated network status form a single chain.

3

Zonal network, loss and customer impact management Typical current situation

In selected network zones, GIS topology, real-time signals, meter and quality data, incidents, field works and customer impact are linked in one chain, but coverage is not yet uniform across the entire network.

4

Predictive maintenance and resource optimisation Siektina

Leak, equipment condition, energy consumption and demand patterns are used to prioritise work and investments.

5

Resilient and adaptive utility system

Grid regimes, crews, customer notifications and recovery scenarios are coordinated in real time with clear boundaries of human control.

Key finding

Water and utilities digitalisation must connect physical network topology, real-time state, quality data, customer impact and field crew actions.

The first priority is one clear network zone and a complete scenario of leakage, failure or quality incident, not a whole-city digital twin.

Related digitalisation topics

Water and heating network loss managementUtility incident managementSmart meter and billing data
Next step

Connect water supply, wastewater, heating, territorial and other municipal or infrastructure-based utilities signals, assets and actual works

An assessment of which network, quality, incident or meter data gap currently increases losses and customer risk the most.