Energy, Utilities & Chemicals the way we see itThe GIS
CentricEnterprisePoint of View by Jan Van de
SteenContentsIntroduction 2Network centric means GIS - centric 4The
(GIS based) central asset repository 5Thriving on network data
6Implementing the enterprise GIS 8Conclusion
10GlossaryCADDMS/NMSDSOEAMERPGISNetworkOperatorSCADATSOComputer
Aided Design Distribution Management System / Network Management
SystemDistribution System Operator Enterprise Asset
ManagementEnterprise Resource PlanningGeographic Information
SystemGeneral term for a utility company managing a transport
ordistribution network: either a gas or electricity TSO or DSO or
awater/wastewater distribution or transport companySupervisory
Control And Data AcquisitionTransmission System Operator The
understanding is growing thatGIS is not just a technology to
storeand produce network maps. GIStechnology has functional
capabilitiesand offers advanced data structuresthat are a
prerequisite for well-controlledasset information management.The
GIS-centric enterprise positionsthe GIS as the asset
informationmaster store at the heart of the utilitysoperations,
with links to the majorityof processes and applications acrossthe
business. It is the master systemfor the normal state as-built
network. Overcoming GIS implementationlimitations Many network
operators nowadaysencounter difficulties or limitationswith their
GIS implementations. Themost common issues that are raised
tomanagement come from differentparts of the
company:IUnavailability of one single accurate,actual and
consistent netinformation source (graphic andnon-graphic)
throughout thecompany. Finding the rightinformation to support
decisionmaking can be a real challenge as nosingle source of
reliable andconsistent information about thenetwork is available.IA
variety of graphical and non-graphical applications describe
partsof the network at different stages ofits lifecycle. It is
often a combinationof (scanned) paper maps, technicaldatabases or
Enterprise ResourcePlanning (ERP)-centered equipmentinventories,
GIS and ComputerAided Design (CAD) applicationscombined with
documentmanagement. In this legacyapplication landscape
networkdocumentation is either incompleteThe GIS centric Enterprise
2Energy, Utilities & Chemicals the way we see itIntroductionor
inconsistent because the samenetwork assets may be stored
severaltimes in different systems with asubset of their relevant
attributes.IFull lifecycle management of thenetwork infrastructure
tends to beimpossible with this inconsistent setof applications.
Engineering,planning, construction andoperational management often
relyon non-integrated solutions. IInappropriate GIS data models
thatwere conceived for mapping,network operation or assetmanagement
but are not suitable forall of todays applications
andprocesses.IMissing end-to-end networkconnectivity model
including clientconnections which is an enabler forthe evolution
towards smart grid anda necessity for regulatory reportingon
customer service levels. ILack of awareness of a GISproximity
analysis capability or thefailure to utilize these
capabilitieseffectively in risk management andother strategic
decision makingprocesses.IHeavy paper-based update cycles ofnetwork
information resulting inunacceptable backlogs betweenactual field
situation and networkdocumentation and, consequently,sharing of
out-of-date informationbetween different parts of
thebusiness.IInaccurate or poorly updatedtopographic base maps
(includingaddress positions). As a consequence,many utilities are
facing a highpercentage of wrongly positionedclient requests and
incidents resultingin weak customer service, lost timeand
unnecessary costs. Fluentexchange of network data with otherA
Geographic Information System(GIS) has a central place in a
utilitycompanys application landscape,particularly for network
operatorsincluding electricity and gasTransmission System
Operators(TSOs) and Distribution SystemOperators (DSOs) together
with waterand waste water utilities. A network operator without a
GIScould be compared to a retail companywith an incomplete customer
databaseor inconsistent customer serviceinformation. That would be
a seriousissue because the customer is at theheart of the retail
business, makingcustomer data critical for the company.Similarly,
network data is the mostimportant master data for networkoperators
who cannot affordincomplete, duplicate or inconsistentnetwork
records. They must be able toproactively manage performance
andreliability, accurately bill and servicecustomers, and respond
promptly tonetwork faults. In todays unbundled utility
sector,network operators have the exclusiveresponsibility for
physically providingaccess to the networks for theircustomers and
for managing thesenetworks in a reliable and safe way. TSOs and
DSOs are refocusing on thenetworks after a decade during
whichunbundling itself was the main issuethat took priority and
resources. Theirbusiness profitability depends uponthe performance
of the networks, howthis performance can be monitoredand traced,
and ultimately reported toregulatory bodies. A well-managedutility
network is essential to meetingthese challenges. More recently,
waterand waste water utilities are beginningto experience this same
trend. actors on the public domain tends tobe impossible due to
positionalinaccuracy of the base maps. IThe need to make a
technologytransition from the first GIS systemsthat were
implemented in the 1980sor 1990s. These legacy systems mayno longer
be supported by softwarevendors and may be difficult tointegrate in
a companys applicationlandscape.It is clear that the vast majority
ofthese issues are not technologyrelated. The growing interest in
GIS isjust another sign that businesses arebecoming more data
intensive. This need will only increase with theother upcoming
evolutions likedistributed generation, smart meteringand smart
grid. Utilities that knowhow to connect the use of data totheir
strategic objectives are literallyThriving on Data. Todays network
operators do notmerely have to face the challenge ofoperating their
cable and mainsnetworks safely withoutcompromising performance. In
thefuture they will have to guarantee stillbetter performance via a
wellgrounded investment policy. Regulators want insight on
theeffectiveness of infrastructurecompanies. For their
regulatoryreporting they must rely ontrustworthy information,
centralizedin the unique asset data repository.Asset quantities
(including networklengths), performance, age profilesand investment
status must beretrieved from one single reliableinformation source.
The associatedstatus and event data provide fullinsight into the
behavior of the network.This information, linked to the assetsor
sub-networks, is the justificationfor investment and
maintenanceprograms as it provides insights onoutages and
intervention times.Geo-processing power embeddedas a service in
business applications offers additional intelligence andinsight
into network information.Back-office information managementtasks
can be supported by intelligentrule bases (including topology)
toguarantee the integrity of the networkdata.And finally, the
graphical interface ofa GIS offers the ideal data qualityenabler
needed in improved assetinformation management
processes:user-friendly point and click interfaceson mobile devices
will make itpossible to locate essential fieldinformation on the
assets directly. Recent historyGIS technology emerged in the
1970sand was first introduced in utilitycompanies during the 1980s
and1990s. This introduction turned outto be a major challenge with
manyprojects taking 5-10 years tocomplete, mainly because of
theanalog-digital map conversion thatwas involved. In these first
GISimplementation waves the businessfocused on efficiency benefits
in themap drafting and reproductiondepartments. The
organizationalimpact seldom went beyond thetraditional drawing
offices that kepton delivering the same service toother processes
in the utility: accurateand timely updated (graphical)network
documentation. 3The tangible benefits of these earlyinvestments
were often disappointing.Instead of efficiency benefits,
manyutilities saw an increase in theirmapping staff due to the huge
dataconversion projects that they had togo through. During the
conversionproject, parallel paper processesremained in place, while
part of thepermanent staff was occupied on themigration work
together with externalcontractors. Since the late 1990s GIS
technologieshave significantly matured. The toolsevolved from
proprietary packages tomore open solutions that weredeveloped on
standard technologies.Open geo-application services definedby the
Open Geospatial Consortium(OGC) created new opportunities
forintegrating mapping and geo-processing functionalities in
otherbusiness systems. Standard relational database providerslike
Oracle, SQL Server andPostgreSQL have extended theirproduct
capabilities to managecomplex operations on spatial data.GIS
vendors have integrated thesecapabilities into
non-proprietarygeospatial data storage solutions. And finally the
GIS vendor landscapeitself matured around a limitednumber of
solution providers thatdominate the world market: ESRI,Intergraph
and GE Energy, togetherwith Autodesk and Bentley moving upfrom the
CAD into the GIS area. The GIS centric Enterprise 4Energy,
Utilities & Chemicals the way we see itThe position of GIS in a
utilitycompanys application and processlandscape is often blurred
by anunclear understanding of what GISstands for. When using the
term GIS two distinctdefinitions can be understood: IGIS can
represent a bundle ofgeographic functionality (thematicmapping,
spatial analysis, route ornetwork tracing, geo-coding)commonly
described as geo-application services. IGIS offers models and
structures tostore and manage data, including,but not limited to,
spatial data. Thissecond understanding of GIS isessential for
network operators,providing a way to establish a centralasset
repository holdinginfrastructure master data with all
itscomplexity. In its first definition, GIS technologyshows an
important functional overlapwith CAD systems. Drawingautomation and
map production arejust one of the functionalities of a
GIS.Traditional CAD tools mostly performbetter in this domain and
provide veryefficient drawing solutions. GISpackages carry more
functionaloverhead and are therefore usuallyless user friendly in
the pure drawingarea. But for network-centricbusinesses, GIS is a
key technologythat is increasingly being adopted tocomplement CADs
draftingcapabilities. GIS offers important capabilities inthree
distinct functional areas thatutilities need every day:I Mapping
and visualizationservices: The map is a natural entrypoint to
geographical information,and through a geographicalrepresentation,
it can provide insightinto complex information. A
clearvisualization is essential for decisionmaking in many of the
utilitys keyprocesses. Now that public webmapping services are
becoming apublic good, pressure (fromemployees and customers) is
rapidlyincreasing to enable intuitive accessto localized
information with ageographical user interface. I Connectivity
analysis: A network isan interconnected structure wherenetwork
facilities, equipment andcustomers are connected throughcables,
pipes, and valves. Intelligentconnectivity models support
themanagement of network structures:switching options for
operations;network analysis and simulations forinvestment
decisions. Graphical toolsas available in GIS support
intelligentediting of the network model,ultimately serving other
networkapplications like NMS/DMS1,SCADA2, Outage Managementsystems,
and network calculationtools. To report on customerminutes lost,
connectivity shouldenable tracing from the origin of theoutage to
the customer connection.I Proximity relationships:
Usinggeographical information, it ispossible to relate and
combinephenomena that have no specificNetwork centric means GIS -
centricrelationship except that they arelocated close to one
another. Spatialanalysis and decision making basedon proximity is
essential for utilitiesin critical processes like strategicplanning
or risk management. Forexample, gas burning distancecalculations
are one of the keyfunctionalities needed by gastransmission
operators. Waste watercompanies need to estimate the areaof land
potentially flooded and thenumber of inhabitants affected
byoverloaded water drains duringperiods of heavy rainfall.Business
managers with a networkfocus almost naturally identify GIS asTHE
candidate technology for theircentral asset data repository,
becausegraphic representation, geographiclocation, proximity, and
networkconnectivity are essential features ofthe data. When talking
about GIS, todaysnetwork operators are no longerlooking for an
instrument to automatetheir mapping activity as they did inthe
1980s and 1990s. They want toestablish a central data repository
asthe unique information source fortheir network assets in support
of allbusiness processes. 1Network Management System (NMS) /
Distribution Management System (DMS)2Supervisory Control And Data
Acquisition (SCADA)5Geographical information plays acentral role in
the day-to-daymanagement of utility companies.Increasingly, this
information is beingintegrated into both criticaloperational
processes and into tacticaland strategic decision making. This is
where the GIS-centricenterprise becomes a reality. Almostall
processes require to some extent network information daily
(seeFigure 1):1. Strategic network planning requiresinsight in
actual and projectednetwork performance (faults,incidents, repairs)
in relation to(projected) capacity demand andthe location on the
network whereit occurs.2. Network design conceives
networkextensions and replacements basedon well-documented
as-builtnetwork data and internal orexternal constraints that are
oftengeographically determined (rightsof way, environmental and
safetyregulations, material choices).3. Projects and Construction
plantheir work on detailed as-designedmaps, enabling graphic
designingand cost estimating and have tofrequently exchange
geographicalinformation with external parties(engineering
companies, civilcontractors, government bodies). 4. Co-ordination
of construction work(often imposed by government)includes the
exchange ofinformation (construction sitelocation and timing of
work) withother parties operating on thepublic domain. Further
optimizationis sought in shared trench work formulti-utility
projects. 5. Construction, repair andmaintenance work has to
bedocumented to enable traceability(welding information on gas
mains,equipment installed or replaced,initial pressure or
voltagemeasurements) and linked to theright network element.6.
Network operations use anabstracted (schematic or geo-schematic)
view of the samenetwork to take operationaldecisions (switching,
plannedoutages). 7. Outage and incident managementprocesses need
insight on networkconnectivity to identify the originof a problem.
The field workersreceive detailed location informationto perform an
intervention in atimely and safe way.8. Results of patrolling and
surveyingactivities have to be reported backand associated to the
networkelement they are related to. 9. Customer service agents
evaluatingthe feasibility of an access demandlook at network
characteristics inthe vicinity of the premises to beconnected.
10.In addition to the network data,the asset information
managementprocesses themselves struggle withthe integration of
external data(topographic field survey, updatesof public
referential data (cadastral,street registers). True
assetinformation management processeswere seldom implemented in
mostutilities, resulting in an overall lackof data quality that
compromisedthe effective use of information inthe other processes.
The (GIS based) central asset repositoryFigure 1: Utilities
processes requiring (daily) network information1 2Strategic
NetworkPlanningNetworkDesignPlanConcept/DesignAs
BuiltWorkCo-ordinationProjects &ConstructionOperationsIncident
&OutageManagementPatrollingRepair
&MaintenanceManagementAccess
&CustomerService3455678910Asset
InformationLife-CycleAssetAccountsAssetNetworkContextEquipmentDetailsGISThe
GIS centric Enterprise 6Energy, Utilities & Chemicals the way
we see itFigure 2: Common repository of network assets - A
combination of hierarchical andtopological
relationshipsSub-Equipment Assembly Material Switching Unit
Connection Net Station Site Infrastructure Base Asset Location
Hierarchy Asset Function Hierarchy In-plant Equipment Details Asset
Network Context Equipment Equipment Bay Line/Cable DMS / NMSview
FinancialAccountsviewLogisticview Figure 3: Lifecycle of Assets and
Information ManagementConcept Construct Design In Sevice Out of
Service Propose to Retire Retired Removed Retired in Place
Replacement Repairs Commission + Early Lifecycle ConceptDesign
BuildPlan Incident & Outage Management Repair Management
Maintenance Management Thriving on network dataAs all these
processes require accuratenetwork data, together with
associatedstatus and performance information, acommon geographic
asset repositoryat the heart of the operation isessential. Legacy
information modelsconceived with just one perspective(automate
mapping, assetmanagement or operations) arehindering the
implementation ofintegrated asset informationmanagement, as
required by todaysprocesses and challenges. Networkoperators are
replacing a stove-pipedorganization and applicationlandscape by an
integrated operationbased on a shared geographic assetdata
repository.This common repository of networkassets includes the
geographicfeatures, together with in-plant details(if relevant for
the networkconnectivity) and technical andfinancial organizational
groupings intosub-networks (see Figure 2). The core GIS area is the
asset networkcontext, describing the topologicalorganization of the
network. Inaddition to common data structures,the GIS-based asset
repository shouldprovide support for complex networkinformation
models managing (seeFigure 3):IMultiple scales and
representations(schematic, geo-schematic,geographic)IMultiple
connectivity models (forinstance gas and
cathodicprotection)IMultiple versions or lifecycle status(planned,
projected, designed, as-built, out-of-service, retired).7Utility
GIS solutions are thereforemore than a bundle of
graphicalfunctionality. They have advanced joband version
management features,extensive rule bases governing dataediting with
respect for networkintegrity rules, industry-specific datamodels
and templates, and capabilitiesfor deploying web services. They
integrate with other keyinformation systems in the
utilitysapplication landscape, such as:IWork and asset management
/Enterprise Asset Management (EAM)IOutage managementIField force
managementICustomer connection and accessmanagementISCADA /
Telemetry and NMS/DMS.To accommodate increasedinformation needs,
the GIS shouldallow capture, storage and retrieval ofasset-related
information. Relatedinformation consists of:IAsset lifecycle status
informationIEvents reflecting asset condition andperformanceILinked
technical and operationaldocuments.This information is often
created inone of the other information systems,but should be linked
as precisely aspossible to the network assets itapplies to, in
order to build up themaintenance and the performancehistory of
those assets. Without anintelligent geographical interfacedeployed
to operators and fieldworkers, it is impossible to capturethis
valuable information withoutmassive quality losses. This is
wherethe GIS meets field force automation,either directly or
through otherbusiness applications. Figure 4: The GIS should allow
for dynamic asset condition information Lifecycle status
informationLinked eventsLinked documents ProjectedDesignedUnder
ConstructionAs BuiltOut of ServiceRetired
MeasurementsLeakageAlarmsIncidentsOutagesRepairs Maintenance
Actions Inspection Report Site PhotographMaintenance
ReportTechnical InstructionField Observations EquipmentEquipment
Line/Cable Station Station Static MasterData & Engineering
Parameters Dynamic AssetCondition Information The GIS centric
Enterprise 8Energy, Utilities & Chemicals the way we see
itImplementing the enterprise GISThe central positioning of GIS and
theinformation requirements from allasset-related processes and
applications,make it easy to understand thatEnterprise GIS
implementations aregenerally characterized by theircomplexity. The
scope can possiblycover the entire operation, includingbusiness
change in process flows,master data management practices,roles and
responsibilities, interactionwith external parties,
mobileoperations and field data capture. Some key business issues
have to beaddressed when constructing theGIS-centric enterprise.
Strategicchoices made in any of these areaswill largely impact
cost, feasibility andcomplexity of the implementationprogram. The
following sections willhighlight the most important ones. Logistic
asset managementprocesses alongside assetinformation managementIn
most utilities, logistic processes(projects, work, materials,
andprocurement) have been structuredand aligned with ERP or
EAM-basedprocesses. The content part of this work isdocumented in
several ways usingGIS, CAD and document managementtools, through a
so-called assetinformation management process. Evolutions of the
network configurationin the field have to find their wayback to the
back-office where they aredocumented. This process is usuallyless
structured and not aligned withthe logistic workflows.
Actually,organizations support two processesthat - from a business
point of view -should ideally be ONE integratedprocess, serving
both the content andthe logistic aspect of projects andwork orders.
To optimize this situation, afundamental review of
businessprocesses may be needed. With a GIS-centric perspective,
advantage can betaken of todays maturing enterpriseGIS solutions to
deploy them intomobile applications and integratethem with ERP
back-offices. The mapis a natural entry point for anyoneinvolved in
the operation of a network.Figure 5: Integrate parallel lifecycle
processesLogistic process (ERP)Asset Information Management process
(GIS/CAD/Document Management)Concept Construct Design In Service
Out of Service Propose to Retire Retired Removed Retired in Place
EAM/ERP and GIS integrationThe GIS takes a position at the core ofa
utilitys asset informationmanagement process. This can consistof
graphical and non-graphicalactivities as long as they feed a
uniqueregistration of all assets in theirnetwork context. EAM/ERP
solutions have alsoimplemented their view on the assetsas a
location reference formaintenance work. It is usuallystructured in
a hierarchical way, anddoes not reflect any network concept. In a
streamlined organization, whereasset information management
isimplicit in the logistic processes, theGIS should be integrated
smoothlywith the EAM/ERP solution to reflectthe lifecycles of the
equipment. Typical ERP-GIS integration issues are: IWho are the
master / slave in thelifecycle of geographically locatedobjects and
how to translate this intointegration cases between the ERP /EAM
and the GIS?IWhat is the level of equipment detailthat is common in
the interfacebetween both worlds? So far, there is no standard
answer tothese questions. The options varybetween a highly
ERP-centric enterpriseand a GIS-centric enterprise, therebylargely
impacting business workflowsand information exchanges. In projects
and construction, forinstance, GIS-centricity means thatnetwork
extensions are first constructedor designed in the GIS. At a
certainstage, the matured design automaticallydelivers work
breakdowns, estimatedbills of material, and initial assets that9are
created as designed long beforethey will be constructed.
Theimplementation of this workflowcannot be treated as a standalone
case.It assumes a GIS-centric businessphilosophy. Therefore,
interfacing GISand EAM/ERP is not a technical issue.No standard
(let alone single-vendor)solution integrating GIS and EAM/ERPhas
been found that can accommodatethe number of possible businessmodel
variants. CAD versus GISAsset information management in autility is
essentially a graphicalactivity. Two distinct but
overlappingtechnology solutions have beencompeting over the last
two decadesto support this graphical editingactivity: CAD and GIS.
Still today,many organizations are strugglingwith the dilemma of
whichtechnology to privilege in theirapplication landscape. As a
matter offact, many utilities have implementedvery functional GIS
applications withCAD tools while others have investedin powerful
GIS packages withoutexploiting the full capabilities. When evolving
towards assetinformation management, there is aclear need for the
full functionality ofa utility GIS package. Versionmanaged
databases of the entirenetwork, full topology support
withutility-specific rule bases, multiplegraphical representations
(includingin-plant schematics for example) andpowerful geographic
analysisfunctions are some of the key featuresof an enterprise GIS
solution. Vendorslike ESRI, Intergraph and GE Energydominate the
world market and offerpredefined templates and data modelsfor
utilities. The downside of these GIS solutionsis that data
integrity constraints,editing and validation rules, and
theinevitable integration of additional non graphical features slow
downthe drawing and map productionitself. In situations where
flexibilityand efficiency of drawing are essential,or where
graphical information isexchanged frequently with
externalengineering and constructioncompanies, CAD-based solutions
arestill leading the way. The leading CADsuppliers Autodesk
(AutoCAD) andBentley (Micro station) havecontinued their efforts to
improvetheir products, specifically in theengineering and
construction areawhere GIS solutions are not alwaysthe best
alternative. Today, emphasis is shifting towardsimproved data
quality and integritywith more rigorous asset informationmanagement
as a consequence. Butthe threshold when implementing theGIS-systems
that support theseprocesses for the graphical domainproves to be
hard to take for many ofthe involved operational staff, whichleads
to considerable training andchange management effort. Is it worth
the effort? Can we reorientdrawing office functions that have
beenused to work with efficient CAD toolslike Microstation or
Autocad to becomeasset data managers? Are their alternatives?It is
true that the ideal situation wouldbe to support the entire asset
lifecyclewith a single GIS-based repository(see Figure 6) where
projectednetwork extensions would be managedin a provisional state
together with theas-built network. But the projectlifecycle may
require more flexibilityto cope with various scenarios,specific
layouts to comply with localconstruction and
environmentalregulations, integrate data from othernetworks and
facilitate easy exchangeof data with contractors who areworking
with Autocad or Microstation.In that case, a hybrid solution
(seeFigure 7) with CAD/workgroup/documentmanagement for projects
and GIS foroperations is a good option. Intelligentmechanisms are
then needed toextract data from the operational assetrepository
into a project, and to re-insert the as-built situation
onceconstructed, unless one decides toredraw the as-built from
scratch. Figure 6: Single GIS-based repositoryStudyOperations
Process Data GIS data repository Draft DataAs-Built Data PlanBuild
WorksOperationsRequest Figure 7: Hybrid solution with CAD and GIS
Concept Operations Process CAD GISData GIS data repository Draft
DataAs-Built Data Design Build Planning & EngineeringCAD map
sheetOperations & MaintenancePlanThe GIS centric Enterprise
10Energy, Utilities & Chemicals the way we see itGIS is again
perceived as an essentialbuilding block in the utilitysapplication
landscape. Drivers for therenewed interest in GIS are:ISafety and
compliance regulationsIReadiness for new networkmanagement
practices (smart grid)IOperational process improvementsIA general
requirement for increasedtraceability of the network situation.Many
issues that were previouslylooked at from a different(departmental)
perspective are nowbeing placed in a broader enterprisecontext. The
current GIS systems inmany utilities are often inadequate
forproviding answers to these newenterprise requirements.
Togetherwith an inevitable technologytransition for many older
GISimplementations, this observationprovides a clear case for
action toengage in a GIS renewal project. Utilities generally
underestimate the effort associated with GISimplementations, which
is why manypast implementations were never fullycompleted and
expected benefits werenot realized. The journey towards the
GIS-centricenterprise requires some reflectionand planning. In that
process, someorganizational and technologicalhurdles may need to be
overcome.A strong business case can be builtonly if the business
adopts an enterprisevision for GIS and stakeholders fromdifferent
departments become convincedhow a GIS-centric enterprise
willimprove their daily operations and thebusiness as a whole. The
added valuecomes from applications such asOutage Management or
AssetManagement for which a central GISservice is a prerequisite.
Nevertheless, the establishment of aclear vision should not
preventorganizations from moving forwardstep by step in a pragmatic
way, withintermediate realizations that addvalue to the business.
Conclusionwww.capgemini.com/energyCapgemini, one of theworlds
foremost providersof consulting, technology and
outsourcingservices, enables its clients to transformand perform
through technologies. Capgemini provides its clients withinsights
and capabilities that boost theirfreedom to achieve superior
resultsthrough a unique way of working, theCollaborative Business
ExperienceTM. TheGroup relies on its global delivery modelcalled
Rightshore, which aims to get theright balance of the best talent
frommultiple locations, working as one teamto create and deliver
the optimumsolution for clients.Present in more than 30
countries,Capgemini reported 2008 globalrevenues of EUR 8.7 billion
and employs90,000 people worldwide. With 1.2 billion euros revenue
in 2008and 12,000+ dedicated consultantsengaged in Energy,
Utilities andChemicals projects across Europe, NorthAmerica and
Asia Pacific. CapgeminisEnergy, Utilities & Chemicals
GlobalSector serves the business consulting andinformation
technology needs of many ofthe worlds largest players of this
industry.More information is available atwww.capgemini.com/energy
About Capgemini and the Collaborative Business
ExperienceTMCopyright 2009 Capgemini. No part of this document may
be modified, deleted orexpanded by any process or means without
prior written permission from Capgemini.Rightshoreis a trademark
belonging to Capgemini.For more information please contact:Gord
ReynoldsGlobal Smart Energy ServicesDirector of Emerging
SolutionsOperational Services
[email protected]+1-416-732-2200
