Editor’s choice
UNMASKING THE SILENT SABOTEUR THREATENING OPERATIONAL RESILIENCE
water scarcity are often ignored because they fall outside the tech agenda. The Joint Research Centre (JRC) adds concerns about labor rights, policy gaps, and skills mismatches — highlighting that automation boosts efficiency but risks leaving workers behind without upskilling. Vague key performance indicators (KPIs) and lack of long-term strategy further undermine progress. Without clear metrics and integration plans, it’s hard to separate meaningful impact from surface-level change.
TURNING INTENTION INTO TRANSFORMATION
The twin transition isn’t just hype — but it won’t deliver results without real effort. It requires investment in platforms, data infrastructure, people, and processes. Companies taking it seriously are already seeing reduced energy costs, improved ESG scores, greater resilience, and stronger talent appeal. But success demands clarity, commitment, and collaboration at every level.
Done right, the win transition is a real chance to future-proof operations and cut environmental impact. Done wrong — or ignored — it is a missed opportunity for lasting change. It may have started as a buzzword, but it could be one of the most practical ideas industry has seen in years.
COPA-DATA
www.copadata.com Instrumentation Monthly October 2025 S
chneider Electric, the leader in the digital transformation of energy management and automation, is calling on organisations to address the “Silent Saboteur” – the hidden, cumulative risks that quietly undermine business operations, safety, and efficiency. Drawing on insights from audits of over 400 customer sites worldwide, Schneider Electric’s latest Industry Insight Report reveals that many organisations are unknowingly exposed to operational threats that can have catastrophic financial and reputational consequences.
TYPES OF RISK IDENTIFIED
Safety and compliance gaps: 98 per cent of sites had electrical safety risks, and 93 per cent had not conducted recent protection coordination studies, leaving them vulnerable to safety incidents and regulatory non-compliance.
Obsolete equipment: 79 per cent of audited sites were found to be running outdated electrical equipment, increasing the risk of unexpected failures and costly downtime.
Lack of critical spare parts: 71 per cent of sites lacked essential spare parts, putting business continuity at risk and extending recovery times in the event of a breakdown.
Poor maintenance practices: Nearly a third of sites had damaged or poorly maintained capacitor banks, compounding power quality and stability issues.
Limited operational visibility: Many organisations still rely on manual processes and siloed data, making it difficult to detect inefficiencies or anticipate failures before they escalate.
Kas Mohammed, Schneider Electric’s vice president for Services UK&I says:“Too often, organisations focus on headline investments while overlooking the operational fundamentals that keep their business running. The real risk lies in the hidden faults – those silent saboteurs – that quietly erode efficiency and resilience. The good news is increased monitoring and digitalisation of assets stops the saboteur lurking in the shadows, and organisations can be on the front foot when it comes to managing their operations.
Schneider Electric
www.se.com/uk/en/ 13
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