How utilities are transforming fleet workflow processes and safety
MANAGEMENT- WORKFLOW APPLICATIONS
AI at Work
By Seth Skydel
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How utilities are transforming fleet workflow processes and safety
For utility fleets, operational efficiency increasingly depends on the ability to manage large amounts of information, eliminate repetitive work and provide employees with quick access to trusted knowledge. During EUFMC 2026, that discussion incorporated the growing use of Artificial Intelligence( AI), automation and digital tools that are reshaping utility fleet operations.
Telecom & Utility Construction | Fall 2026
The subject of using AI to drive smarter processes was addressed in two sessions during the conference. Driving Efficiency and Innovation, moderated by Peter Michaud, fleet manager at NB Power and an EUFMC director, featured presenters Beth Daiber, senior manager of fleet at Ameren Illinois Company, and Vladimir Ostoici, mobile fleet analyst at ENMAX. Worksite Risk Mitigation & Hazard Awareness was presented by Josh McDonald,
Left to Right: Peter Michaud, NB Power; Beth Daiber, Ameren Illinois; Vladimir Ostoici, ENMAX
Leveraging automation and AI-enabled tools, Ameren Illinois has modernized payment processes for approximately 3,800 fleet assets. The move has boosted administrative efficiency and enabled improved oversight of maintenance expenditures.
senior manager, Fleet Management at Entergy.
Together, the presentations demonstrated how utilities are applying AI and complementary technologies to improve business processes, strengthen decision-making, increase efficiency and advance workplace safety.
Digital Innovation in Fleet Business Processes
Sharing a practical example of how utilities can leverage automation and AI-enabled tools, Daiber highlighted the efforts at Ameren Illinois to modernize payment processes for approximately 3,800 fleet assets to boost administrative efficiency and provide real-time access to invoice data. The move to an in-house payment model also enabled improved oversight of maintenance expenditures.
Daiber emphasized that the in-house payment model creates stronger internal controls over policies, procedures and systems that ensure reliable financial reporting.“ Without those controls,