Wednesday, June 26
Executive Vice President and President
Microsoft Global Sales, Marketing and Operations
IOCs, NOCs, Independents (large and small), Service Companies, EPC Engineering, Private Equity and Start-ups - realize business value in different ways influenced by their value proposition, size and market. The key value creation drivers for Operating Companies include cost efficiency of operations in exploration and production (lifting costs) and, technical excellence driving higher reserve replacement and field recovery rates. Operating margin, asset utilization efficiency and net working capital are common drivers for service companies. Start-ups and Private Equity companies, in contrast, may be more about technical excellence driving growth potential, competitiveness and differentiation.
Moreover, digital technology adoption is innately a desire for improving resource and work process efficiency or gaining greater operational insight/oversight or more effective asset management – capital assets, tangible and intangible assets and data as an asset.
Technology and its adoption is a financial investment – it requires a commitment of resources. Not all technology implementations will give a positive return on investment, at least not a direct tangible return. Further, quantifying return on investment can be challenging especially over short terms; efficiency improvements are difficult to measure when multiple parties and simultaneous activities are involved (e.g. drilling operations). Investors generally care less about the technology and more on business performance: does the business reliably return on investment relative to peers and market. Thus, successful technology adopters are those companies with a clear business mission and understanding of how a given technology or sets of technology will support that mission.
In this opening session, we establish a foundation for the workshop – a common understanding of the differing perspectives, business needs and value propositions that determine digital technology adoption.
0930 - 0935: Welcome and introduction by session chairs
0935 - 0945: Alisa Choong, Shell
0945 - 0955: Julie Cranga, TechnipFMC
0955 - 1005: Antonio Iglesias Carrasco, CEPSA
1005 - 1015: Ivar Helge Hollen, AkerBP
1005 - 1045: Panel Discussion
1045 - 1100: Audience, questions and answers
Historically Subsurface E&P was a pioneer of data collection & computing. Seismic of course but also 3D reservoir and basin-scale modeling, geostatistical approaches & flow simulations were generating Penta bites of data decades before “machine learning” and “big data” become “buzz words”. So why do we need this session? Why should you attend?
Silos is an obvious reason as behind any subsurface Gb of data there is expertise. Generation of experienced professional that learn how to “interpret” noisy &/or sparse data into a reliable subsurface model. A model that each silo contributed to build and that sometime (still) isn’t accurate enough.
These silos were mostly organizational or accidental (e.g. incompatibilities of modelling grids and discretization) in origin but further deepened as subsurface technologies evolved at different speeds and sophistication. Now, in the “digital” era our short comings and discipline silos may be held to account.
Highly experienced professionals may be willing to use the digital transformation to improve incrementally their own discipline and stay on top of the art. Some will try the “big data” way pushing all subsurface data into the machine in hope for a constructive, value-adding, disruptive outcome.
What is the path ahead of us? Integrated software platforms? Integrated data? Data mining? Is discipline integration a compromise of depth of understanding vs processing speed? Does it add material value?
For sure our ways of working are being challenged. In this session examples of successes & failure will be welcome to fully understand the way forward.
So why this session ? Because obviously subsurface isn’t just like any other domain transformed by the digital era: Most of the Subsurface can’t be “seen”; and only a fraction of it changes in human time scale… Addressing this challenge: What does it take to transform the E&P historically digital core? And what are the pros & cons of such transformation?
1130 - 1135: Introduction by session chairs
1135 - 1155: Darryl Willis, Google Cloud
1155 - 1210: Carlo Caso, Cognite
1210 - 1225: Joncour, Total; Roux, Google
1225 - 1235: Stephanie Agostini, Equinor
1225 - 1300: Panel discussion
Today, digitalization is a key enabler in oil and gas to reduce costs, make faster and better decisions, and improve efficiency. For the vast majority of oil and gas companies, however, it remains difficult to translate digital efficiency pilots into scalable projects across the organization. Digitalization is not consistently delivering where it truly counts -- in unlocking greater value in core businesses, implementing data science projects at scale, and transforming how the organization works through new business models across the industry.
This interactive session will discuss obstacles to scaling operational efficiency projects across an organization and look at the success stories from major operators, including Aker BP, DEA, ENI, and OMV. Presentations will be followed by a moderated plenary discussion.
1400 - 1405: Introduction by session chairs
1405 - 1415: Ivar Helge Hollen, AkerBP
1415 - 1425: Ulrich Lorang, DEA
1425 - 1435: Giacomo Silvestri, ENI
1435 - 1445: Yann Berrehar, TOTAL
1445 - 1520: Panel Discussion
1520 - 1530: Audience, questions and answers
- What are the roadblocks slowing our journey ahead? For example: is it scaling and the adoption ‘chasm’ – the gap between early and late company wider adopters? Or Data? Or Human resources - the right people in the right places at the right time?
- Can we be truly transformative across the entire value chain or is reality a combination of incremental improvements to multiple - linking, not necessarily synchronous - complex work processes? – From exploration to field appraisal to field development, construction and production.
- If we are to sustain our oil and gas business and meet global demand for the next 80 years, is change imperative and digital transformation the key?
- Will our existing legacy organizations be deeply transformed by digital technology, if so how and when? Or, will we see a growing market share in the upstream value chain by new entrant companies whose modus operandi is explicitly focused around transaction of digital data and analytics?
Thursday, June 27
If Digital Transformation is the engine to improve E&P performance, then arguably data is its fuel. Although recognized as a valued asset no different from physical, human or financial assets, data has not always been managed as such. Or where have we seen the attributes of professional management, like governance, strategy, roadmaps, annual goals with plans, resources, budgets, risk management and continuous improvement etc., and all tied to organizational priority goals, when it comes to data asset? This is one reason why our industry is not always moving fast from Digital Transformation proof-of-concepts to adopt, replicate and scale up. All to simple are advanced analytics pilots with well-curated data sets to show digital transformation can work - in the lab, but not in ‘the business’. In fact, as an industry, we have tolerated inefficiencies of over 40% of engineers’ time on average wasted due to data issues. One must be rich to be able afford such waste as an industry. And no surprise the haunt for talent is not helped by this.
And exactly in Digital Transformation lies the opportunity – if we can leverage technology associated with digital transformation as well as learning from other data-driven industries, we might ease the access to data mostly locked in various silos, ingest the data doing quality assurance in flight, integrate different sources of data and thereby provide new insights through artificial intelligence and advanced analytics. All this must be driven by, and tailored to, priority business needs. And we can be agile to adapt to local circumstances, wherever the organisation is in its maturity and with its legacy. This is the purpose of this session, finding out what it takes to leverage data assets powering digital transformation to step-change organisational performance. Share and take-home inspiration and advice of what it takes to make data and digital transformation work for you.
0930 - 0935: Introduction by session chairs
0935 - 0945: Matthias Hartung, Target
0945 - 0955: Erlend Fjøsna, TechnipFMC
0955 - 1005: Eric Toogood, NPD
1005 - 1015: Henk Tijhof, Shell
1015 - 1035: Group cafe discussion
1035 - 1050: Feedback answers
1050 - 1100: Audience, questions and answers
Digital Transformation is about reinventing how people, data and processes are merged to help us gain efficiency to better serve our customers (internally or externally). There is a growing common understanding that management of change is the keystone of a successful transformation journey. This session proposes to address our ‘license to operate’, the sustainability of our industry and the environment in which we operate under the prism of Digital Transformation. It will be a forum where to share the successes and failures we have experienced during this endeavor and the opportunities we have discovered on our way.
We are inviting three panelists to share with us the insights they have collected. Each will give a short presentation before joining a moderated panel during which the workshop participants will have an opportunity to interact with the panelists.
1130 - 1135: Introduction by session chairs
1135 - 1145: Anders Brun, McKinsey
1145 - 1155: Jim Claunch, Digital Transformation Thought Leader
1155 - 1205: Sherif Gebaly, Saipem
1205 - 1215: Kamal Bouzalmata, Total
1215 - 1245: Panel Discussion
1245 - 1300: Audience, questions and answers