The renewable energy sector has become a symbol of global progress, but behind the panels and turbines lies a less visible challenge: the uneven adoption of digital technologies across its value chain. The Operations and Maintenance (O&M) functions have seen significant progress through automation, predictive tools, and intelligent systems. Engineering, Procurement, and Construction (EPC) processes continue to operate with limited digital integration.
The contrast is strategic. O&M teams rely on SCADA systems, IoT-enabled sensors, and real-time diagnostics. These tools help anticipate equipment failures, optimize energy output, and minimize manual intervention. Digital dashboards and automation are already playing a critical role in how O&M operations are run today, moving away from reactive approaches toward data-driven decision-making.
EPC’s Digital Disadvantage
When we move upstream to EPC processes — the heart of infrastructure execution — the story changes. The O&M teams operate through live dashboards and automated alerts, but EPC contractors often coordinate timelines through Excel sheets, WhatsApp groups, and weekly status calls. Procurement data remains siloed, communication between on-site teams and central offices is delayed, and real-time tracking is rare.
This operational mismatch was captured succinctly by Laxit Awla, who observed,
While Operations & Maintenance (O&M) has embraced digitalization with SCADA systems and IoT-enabled devices, EPC processes still lag behind, often relying on outdated tools like spreadsheets. Despite advancements in AI and smart grid technologies, data quality, integration with existing systems, and human adoption challenges remain key obstacles.”
The issue is not that EPC lacks awareness. It is that it lacks enablement. The sector is caught between outdated systems and growing project demands without a clear path for adopting scalable and unified digital solutions.
Why EPC Is Struggling to Catch Up
There are several reasons behind the slow pace of digital transformation in EPC. One of the main challenges is fragmentation. Design, procurement, and construction are often handled by different teams or vendors, each working in their silos. This makes the integration of processes and systems across the entire project difficult.
Moreover, digital tools in EPC are often treated as optional instead of being embedded into the workflow. There is also hesitation from ground-level teams to shift away from familiar manual methods, particularly when digital adoption is not supported by training or internal alignment.
Without consistent protocols or interoperable systems, project coordination becomes time-consuming and error-prone. With no strong regulatory mandate pushing for digital implementation, many organizations delay transformation, continuing to operate with inefficient legacy practices.
O&M vs EPC: Two Different Digital Realities
If O&M is operating in real-time, EPC is still working in fragments. While one part of the value chain is benefiting from predictive insights and automation, the other is often catching up with outdated updates and manual oversight. This disconnect goes beyond day-to-day operations — it affects how projects are delivered and how seamlessly assets are handed over to operational teams, often influencing long-term plant performance and costs.
Strategies to Bridge the Divide
Closing this gap requires more than technology—it requires an organizational shift. Digital adoption should be viewed as a core function, not an add-on. Companies can begin by assessing their digital maturity, identifying process gaps, and gradually introducing tools that integrate well with existing workflows.
Some practical steps include adopting collaborative platforms for real-time project updates, creating shared digital environments across stakeholders, and investing in hands-on training for teams to build digital confidence. It's also important for developers, technology providers, and EPC firms to coordinate earlier in the project timeline to prevent misalignments later.
The Role of Policy and Market Forces
Current industry efforts and investments are pushing the sector forward, but policy direction specific to EPC digitalization remains limited. In the absence of clear standards or incentives, adoption depends heavily on organizational intent and leadership.
As Laxit Awla rightly notes, “The potential for digital transformation in renewable energy is vast, but its successful execution requires us to acknowledge the challenges, prioritize real-world solutions, and remain patient in embracing change.”
A truly digital renewable energy sector is not out of reach. With the right mindset, focused planning, and collaboration, the sector can move from isolated improvements to integrated transformation. The challenge is real — and so is the opportunity.