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IIoT AND DIGITAL SOLUTIONS FOR OIL & GAS

07 – 08 June   |   Amsterdam, Netherlands

The oil and gas industry has always been seen as a conservative industry and not as an early adopter of innovation. With one month before the leading event for digitalization projects in the oil and gas sector, we asked the keynote speakers what the digital transformation means for the industry.

The digital transformation is not only about disruption or technology. From your experience, how should the oil and gas companies see the digital revolution and how will the business models in the industry be changed?

SERGIO ZAZZERA, VICE PRESIDENT IT, Eni

The digital evolution is a great opportunity for oil and gas companies because it enables a deep transformation of the legacy operations, hardly challenged by the recent crisis. I am thinking not only about the possibility of further automatization of the processes but also about approaching the activities of the sector in entirely new ways (exploration, drilling, operations handling, etc.).

SATYAM PRIYADARSHY, TECHNOLOGY FELLOW, HALLIBURTON

When we talk about digital transformation, one needs to remember it is about the breakdown of silos both cultural and technical so one can transform the way we do business in day to day life.  Oil and gas industries need to leverage the digital technologies at a much faster pace, with agile and adaptable mindset. The business strategy around digital transformation should include a component of the innovation, talent and real transformation of the industry.

RICKI KOINIG, GLOBAL HEAD OF IT STRATEGY, OMV

In the coming years we will make the next evolutionary step toward integrated digitalization roles, and no longer feel a difference between resources coming from either an IT or a Business background.  This mind-set change will uncover benefits of fully integrated departmental, financial and operative business and thus accelerate efficiency levels across the organizational model.

SHARUL A RASHID, PRINCIPAL ENGINEER, PETRONAS

Digital revolution should benefit the company in terms of improvement in plant operations leading to cost savings and Earnings (EBITDA)

“In the coming years we will make the next evolutionary step toward integrated digitalization roles, and no longer feel a difference between resources coming from either an IT or a Business background” – Ricki Koinig, OMV

What are the key technologies which your company would like to implement in the next 5 years?

OMV

A main focus lies in predictive maintenance solutions utilizing sensor streaming data in conjunction with machine learning and artificial intelligence. Predictive analytics will also help forecast demand in the Downstream area

PETRONAS

Wireless technology, remote data acquisition yet secured technologies, Big Data predictive analytics and early warning system technologies.

Eni

Edge Gateway and Smart Sensors, Machine Learning and Analytics, Image Recognition, Wearable Technology and Augmented Reality, Additive Printing

HALLIBURTON

IoT sensors with a sensor to sensor communications network, Wearable devices, Smart Analytics at the edge based on Big Data and Data Science, Cloud solutions, and Augmented and Virtual Reality solutions.

What are the key benefits and opportunities of using IIoT solutions in the upstream and downstream operations?

UPSTREAM

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 The main advantages of IIoT solutions in upstream operations are the low cost of supply, increased production and high safety score. – Halliburton

DOWNSTREAM

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Personalized service at the retail points, increased share of wallet and increased loyalty to the brand – Halliburton

BOTH

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The IoT solutions are key components of the future technology recipes for the old plants retrofitting, decreasing the gap between brownfields and greenfields – Eni
Some specific examples include main benefits from reduced down times of equipment in both Upstream production and Downstream refining using predictive maintenance. Remote operations of assets in hazardous areas, as well as Smart Textiles/Wearables, will also contribute to enhancing workers safety – OMV

Do you think it is important for an oil and gas company to have a digitalisation roadmap?

“Nowadays the presence in each company of a clear and defined roadmap for the digitalization is mandatory for disclosing, unlocking and leveraging the potentialities that are inherent to the new digital wave” – Sergio Zazzera, Eni

HALLIBURTON

I believe more than digitalization roadmap, a roadmap for Digital transformation is critical for oil and gas company. More importantly, the roadmap needs to match the pace of technology revolution, rather than a five to ten years roadmap a current practice.

OMV

A clear, simple, aligned and consistently visited roadmap tool is essential for common understanding and direction between all stakeholders- that includes business lines, finance, procurement, IT strategy and operations.  At OMV AG, we have redesigned and developed a method to analyse and map market trends and our business needs. Collaborative discussions on these mappings across the organization create a basis for agreed and aligned content in the digitalization roadmaps.

Eni

Nowadays the presence in each company of a clear and defined roadmap for the digitalization is mandatory for disclosing, unlocking and leveraging the potentialities that are inherent to the new digital wave.

What are the current challenges affecting the spread of IIoT inside an oil and gas organisation?

CYBER SECURITY

Cyber security threat and the maturity of the new technologies – PETRONAS 
IoT solutions are key technologies enabling completely new business models by interconnecting things and people and gathering huge quantities of data. Of course new menaces are rising and spreading: security has to be not only physical, since you have to protect the ‘soft’ side of plants, yards, equipments, etc from cyberattack threads – Eni

READINESS OF IOT TECHNOLOGY

There are many challenges in adoption of IoT inside an oil and gas organization. The top five challenges are as follows;
(1) readiness of IoT devices for oil and gas environment which can range from nice to extreme hard environments;
(2) the lack of standardization in how these IoT devices generate and share data;
(3) the lack of mature data and information management integrated platforms;
(4) the lack of skilled talent;
(5) leadership toward adoption of IoTs – Halliburton

ORGANIZATIONAL CONSTRAINTS

Technological constraints e.g. availability and usability of explosion protected devices and sensors in hazardous areas are clearly a health and safety priority.
Lack of data integration technologies and slow adoption of Big Data technologies to store and analyse collected data can also slow information potential down.
Organizational constraints such as restrictions on handling of personalized data, or general lack of trust in predictive models, and even missing capabilities in the areas of analytics, modelling and statistics are all current or potential challenge areas we are taking seriously – OMV

We are very happy to welcome you this year at the IIoT and Digital solutions for oil and gas event in Amsterdam. Could you please let us know what are your expectations for the upcoming conference?

“Solutions that derive the economic value for oil and gas industry by using IIoTs and Digital Transformation can be enhanced by knowledge sharing at the conference”  – Satyam Priyadarshy, Halliburton

Eni

Being updated on feasible technology solutions now applicable in the field and having the opportunity of sharing how to deal with the specific issues of the oil industry are without any doubt the main topics for meeting the expectations

HALLIBURTON

IIoT and Digital solutions are major forces to transform oil and gas industry. I am expecting that the conference attendees discuss challenges and solutions in an open environment suitable for digital transformation that is happening in other industries and life. Solutions that derive the economic value for oil and gas industry by using IIoTs and Digital Transformation can be enhanced by knowledge sharing at the conference.

OMV

I expect very interesting impulses from the sessions and exchanges with colleagues regarding their scope and definition of IIoT and digitalization.  It will be particularly interesting to discuss in detail what we differentiate as realistic steps forward as well as management methods of subsequent challenges IIoT delivery may bring.  Although we are often competitors in our oil and gas field, we are in the IIoT boat together.  The successes and (sometimes necessary) speedbumps that one organization has, is a vital asset of experience to the next.  I am very much looking forward to this open, honest and supportive exchange from all participating.