Energy Digital Magazine October 2020

NORDEX GROUP: DIGITAL TRANSFORMATION IN WIND www.energydigital.com

OCTOBER 2020

Digital Oilfields How smart energy companies are adopting digital technology for Industry 4.0

PLUS

McDermott: Mark Lowman on transforming operations through digitisation

Transforming Utilities Projects to Meet the Challenges of the 21st Century To effectively manage growing portfolios of capital projects, organizations require project management solutions that offer mobility, accessibility, and visibility across entire programs and functional teams to help streamline and automate processes.

Do you have what it takes?

FOREWORD

T

he COVID-19 pandemic has

who are supported by resources

awakened the energy sector

across the organisation. This allows us

to the transformative potential of

to educate our employees and the

digital technology.

leadership as we prepare to evolve to a

Inefficient, costly and ineffective

digital culture. Digital disruption is very

manual processes are being

likely to upend the way we operate.”

overhauled, electrified and integrated

Continuing this theme, we explore the

into a vastly more connected way of

definition of a modern smart city and

living and working. In our cover story

its potential to power a sustainability

this month we spoke with Mark

revolution. Interested in a broader

Lowman, Vice President of Operations

survey of how digital tech is changing

at McDermott, to find out how one of

Oil and Gas? Check out our Top 10 list

Oil and Gas’ most successful

counting down the most pioneering

companies is navigating the change.

‘digital oil fields’ operating today.

“When I started, digitalisation was in its

Elsewhere in the magazine, Anjos Nijk,

infancy in the industry,” he explains.

MD of the European Network for

“McDermott was still working in the

Cyber Security, explains why breaking

same way it always had with adequate

down data barriers may actually

systems and processes while not fully

strengthen cybersecurity in energy.

understanding the benefits of

Enjoy the issue!

digitalisation. We have created our Digital and Project Innovation Group

Will Girling

william.girling@bizclikmedia.com

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03

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05

PUBLISHED BY

PRODUCTION MANAGER

Owen Martin DIGITAL VIDEO PRODUCERS

EDITOR-IN-CHIEF

Will Girling EDITORAL DIRECTOR

Scott Birch CREATIVE TEAM

Oscar Hathaway Erin Hancox Sophie-Ann Pinnell Hector Penrose Sophia Forte PRODUCTION DIRECTORS

Georgia Allen Daniela Kianickovรก

Kieran Waite Sam Kemp MARKETING DIRECTOR

Leigh Manning

Justin Brand Ryan Hall Ben Maltby Mike Sadr Kris Palmer James Berry Stuart Irving Craig Killingback Thomas Livermore

DIGITAL MARKETING MANAGER

Shirin Sadr

MEDIA SALES DIRECTOR

James White

DIGITAL MARKETING EXECUTIVE

Kayleigh Shooter

DIGITAL MEDIA DIRECTOR

Jason Westgate

MANAGING DIRECTOR

Lewis Vaughan PROJECT MANAGERS

Michael Banyard Jake Megeary

CHIEF OPERATIONS OFFICER

Stacy Norman PRESIDENT & CEO

Glen White

w w w.e ne rgydi gi ta l. com

CONTENTS

10 TwinThread

Virtual Power Plants: Flexible Energy for the Digital Era

24

38 HOW SMART CITIES CAN POWER A SUSTAINABILITY REVOLUTION

Cybersecurity: an Evolving Challenge for Energy

64

HOW IIOT IS SHAPING THE ENERGY SECTOR’S DIGITAL FUTURE

50

78 Digital Oilfields

96 McDermott International

118 Nordex North America

132 SSE Energy Services

144 TerraCycle

162 Anheuser-Busch InBev Africa

174 SAP AG

10

Driving value-added technology in manufacturing WRITTEN BY

GEORGIA WILSON PRODUCED BY

CAITLYN COLE

OCTOBER 2020

11

www.e ne rgydi gi ta l. com

TWINTHREAD

Erik Udstuen, CEO at TwinThread discusses digital innovation, realizing value and the current technology trends in the manufacturing industry

W

orking in the industrial automation and manufacturing space for 25 years, Erik Udstuen began his career as a chemi-

cal and process engineer working in the pulp and paper industry, before forming his own company in the early nineties providing customers with manufacturing optimization solutions for multiple 12

sectors. After selling the company to General Electric (GE) in 2003, Udstuen joined the firm in 2007 as a Senior Executive driving digital transformation across multiple business units. “I left GE in 2012 and went back into the startup world and formed a couple of other companies, the latest company is TwinThread,� comments Udstuen, who believes that a significant differentiator between TwinThread and other organizations is its results guaranteed position. “The idea of TwinThread is to provide similar capabilities and concepts that monitor and optimize a fleet of power plants or gas turbines to other industries like manufacturing, consumer products, food and beverage, and automotive. The enabler for this is the fact that we have these pre-built applications that someone can just take, apply and OCTOBER 2020

13

www.e ne rgydi gi ta l. com

TWINTHREAD

With this in mind, when it comes to digital innovation, TwinThread’s vision is “to be able to optimize on a global basis and drive 1 or 2% more efficiency out of manufacturing operations or a network of assets,” adds Udstuen.

In order to achieve this he further explains that “the enabler is algorithms and the power of technology such as machine learning to make that practigain valuable insights without having

cal. We have a customer, for example,

to go through a long deployment.

that is monitoring 450 data centers

“We embrace the opportunity to 14

across the world and they’re doing that

deploy pilot projects that deliver proof

with just a few people. The only way

of value for outcomes and that as well

that becomes practical and economi-

is very unique. In doing so, we want to

cally feasible is if you apply algorithms

roadmap and fund future opportunities

and machine learning technologies.

for our customers.”

With these capabilities, organizations

“It may be a bit of a cliche, but really the executive buy-in sponsorship commitment to any kind of digital transformation effort is essential” — Erik Udstuen, CEO, TwinThread

OCTOBER 2020

15

can drive innovative opportunities to

terms of the culture and mindset

drive efficiency.”

in this new digital age, and with the

When it comes to deploying a digi-

incorporation of machine learning

tal strategy, Udstuen highlights the

and artificial intelligence technolo-

importance of having the right culture

gies, leaders have to think in terms of

and mindset. “It’s critical. It may be a

their change management strategy

bit of a cliche, but really the execu-

- how do you bring together the roles

tive buy-in sponsorship commitment

of the IT teams, the data scientists

to any kind of digital transformation

and the engineer to understand the

effort is essential. But maybe what

data and solve business problems

potentially is less obvious is that in

using digital technology.” www.e ne rgydi gi ta l. com

TWINTHREAD

“ With the advancement of innovative technology such as machine learning, cloud computing, artificial intelligence (AI) and 5G, the concept of connected environments is becoming more and more feasible and in real-time” — Erik Udstuen, CEO, TwinThread

16

TwinThread - Digital Innovation CLICK TO WATCH

OCTOBER 2020

|

1:53

17

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TWINTHREAD

18

Within the industry, Udstuen

implementing artificial intelligence

explains that when it comes to the

and machine learning based tech-

importance of technology, “we’re

nologies. But, only 16% actually have

obviously very biased given that we’re

a program that’s deploying that

a technology company, focused on

technology. So there’s a huge gap

applying machine learning and artificial

between the desire and the people

intelligence technologies. However,

that are actually implementing.

in a recent Harvard business review

The trends in terms of the applica-

article, it was suggested that 84%

tion of that technology are clear,

of leaders believe they should be

but the trends of how to actually

OCTOBER 2020

get moving and start deploying that

began investing in sensor technology,

technology, those trends are only just

the technology to record the data

emerging.” Udstuen also highlights

from the sensors and the technology

that within that article, it was refer-

to store the data for long periods of

enced that successful companies

time. In the mid two thousands this

that are applying this technology are

expanded into most industries which

doing two key things. “One is the use

means that there are billions of sen-

of cross functional teams, and the

sors that have been deployed and

other is making the commitment and

are collecting data.

adopting technology in production as a first step.”

Other trends within the industry

Today, the concept of connected factories and fleets is to mine new insights from not only the informa-

seen by Udstuen include the concepts

tion that’s already been collected,

of connected factories, connected

but also new data being created.

fleets and predictive maintenance.

With the advancement of innovative

“Starting with manufacturing there

technology such as machine learning,

are multiple innovations and layers

cloud computing, artificial intelligence

to the technology, some are new and

(AI) and 5G, the concept of connected

some have been around for a while.

environments are becoming more

In the mid nineties, organizations

and more feasible and in real-time.”

“ There’s a lot of value in looking backwards and understanding what went wrong and what went right, but it is a whole new level of value to be able to look forward and anticipate problems” — Erik Udstuen, CEO, TwinThread www.e ne rgydi gi ta l. com

19

TWINTHREAD

20 E X E C U T I V E P R O FILE :

Erik Udstuen Title: CEO

Company: TwinThread

Industry: Internet

Location: Charlottesville, Virginia

Erik’s in-the-field industrial experience working as a chemical and process engineer, paired with his proven acumen for co-founding successful tech start-ups is what fuels his passion for developing and driving innovative, game-changing solutions specifically tailored for manufacturing organizations committed to ever-improving efficiency and performance.

His 25 years in the manufacturing sector have equipped him with the background necessary to know exactly what it is engineers, operators, problem-solvers and domain experts need. They need a predictive platform that will cater insights to their understanding, so they may be unleashed to expand their reach and effect greater operational change.

OCTOBER 2020

TwinThread - Trends in the Industry CLICK TO WATCH

|

2:55

21 Another part of TwinThead’s vision

the problems might be, and to be able

is that “a modern operating strategy

to act before those problems manifest

should be one where a company can

themselves. There’s a lot of value in look-

optimize their entire enterprise of assets

ing backwards and understanding what

efficiently. It’s no longer about optimizing

went wrong and what went right, but it is

a single plant or a single line. It’s about

a whole new level of value to be able to

how to optimize the performance of all of your assets and do that efficiently.

This is where predictive maintenance comes in. It’s one thing to be able to look backwards and say, these were the problems that I had and this is how I applied these resources enabling me to solve the problem. It’s another to be able to look forward and to anticipate where

2018

Year founded

30+

Number of employees www.e ne rgydi gi ta l. com

TWINTHREAD

“ A modern operating strategy should be one where a company can optimize their entire enterprise of assets efficiently, it’s no longer about optimizing a single plant or a single line” 22

— Erik Udstuen, CEO, TwinThread

TwinThread - Future Innovations CLICK TO WATCH

OCTOBER 2020

|

4:09

23

look forward and anticipate problems

blocks, and actually create applica-

and to have strategies in place, to deal

tions out of them so that customers

with problems in real-time in a proactive

can just deploy the application that

and predictive way,” comments Udstuen.

solves the problem without having to

Reflecting on the future, Udstuen

conduct the development work based

believes that from a TwinThread per-

on a tool set. This helps to eliminate

spective what the company is trying to

the development time so that custom-

continuously achieve, “is that with any

ers can get straight to deploying and

adoption of technology, an organiza-

straight to getting value.”

tion requires a tool set to do their own development work, in order to turn the technology into an actual application that delivers value. So what we’re trying to drive is the ability to take those building www.e ne rgydi gi ta l. com

INDUSTRY X.0

Virtual Power Plants: Flexible Energy for the Digital Era 24 WRITTEN BY

WILL GIRLING

OCTOBER 2020

25

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INDUSTRY X.0

Energy Digital investigates the concept of VPPs and how they are revolutionising energy by providing a wealth of benefits to operators and consumers A truly exciting development for the energy sector in the digital era, virtual power plants (VPPs) are complex, decentralised, interconnected networks of power generating assets unified at a central point. Primarily comprised from renewable power 26

sources, such as wind turbines, solar photovoltaic (PV) parks, hydroelectric generators and combined heat and power units (CHPs), VPPs can be said to truly capture the modern race for cleaner sources of energy by making their widespread adoption more feasible than ever. A relatively new concept, it is no coincidence that the emergence of VPPs coincided with the availability and sophistication of modern cloud platforms.

Prior to the creation of VPPs, a burning question for the industry was how best to utilise renewable energy sources and support existing grid infrastructure. However, by linking assets into a unified network, operators now have the ability to closely monitor, analyse, predict and plan consumption in a manner which minimises excess generation and carefully meets energy requirements. The data OCTOBER 2020

27

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CREATING BUSINESS VALUE THROUGH SUSTAINABLE ENERGY Ensuring you have the best partner at your side.

Follow us

enelgreenpower.com

“ VPPs are at the forefront of the flexibility landscape” — Humayun Tai, Senior Partner, McKinsey

UNLOCKING THE GRID’S POTENTIAL In its insight article ‘Decarbonising the grid: Stabilizing the future of renewables’, McKinsey emphasises VPPs, amongst other aspects of digital energy, as a valuable resource for unlocking the latent potential of inefficient grids: “VPPs are at the forefront of the flexibility landscape.”

utilised by operators can include

The company states that entities such

weather information, equipment status

as German operator Next Kraftwerke

monitoring, the angle of PV modules

(NK) have been able “to balance the

and more. Combined with battery

intermittency of large-scale renewa-

storage units, energy bottlenecks –

bles with the flexibility of distributed

wherein a surplus of energy creates

energy assets, such as onsite genera-

unused waste power – can be diffused,

tion, and load resources, such as large

with the excess being used during

commercial and industrial facilities.”

peak hours to maintain a consistent service later.

As cloud and other technologies

Indeed, according to NK’s founders and CEOs, Hendrik Sämisch and Jochen Schwill, VPPs could be an indispensable

associated with VPPs (data analytics, IoT, 5G networks, etc) continue to improve, it is likely that the market demand will follow swiftly behind.

Valued at USD$1.3bn in 2019, that figure is estimated to grow 354% to $5.9bn by 2027 according to Allied Market Research. Therefore, it is safe to assume that the most exciting iterations of the VPP are still to come. w w w.e ne rgydi gi ta l. com

29

INDUSTRY X.0

Next Kraftwerke’s 10-step guide to planning a VPP: 30

1) Establish a clear goal that you

will connect the VPP.

want the VPP to deal with – mitigating

6) Research country-specific grid

bottlenecks, improving forecasting, increasing efficiency, etc.

2) Determine what energy assets will be aggregated – will weather patterns and other environmental factors affecting power generation equipment be conducive to produce a sufficient energy output?

3) Assess the condition of the local market.

4) Consider the benefits for both aggregators and plant operators.

5) Decide which control system

OCTOBER 2020

requirements and guidelines.

7) Learn which cybersecurity guidelines will need to be followed.

8) Assess the internet quality and coverage available.

9) Determine the platform you’d like to host the VPP on.

10) Thoroughly consider multiple approaches for breaking into the VPP market, particularly in areas which have not hosted one before and therefore require an innovative approach.

ever-growing energy requirements.

ACCELERATING THE UPTAKE OF RENEWABLE ENERGY

Operating one of the largest VPPs

The advancement of battery storage

in Europe, NK has a networked capac-

units in tandem with VPPs has pro-

ity of 7,142 MW made up of wind, solar

vided the impetus for an entirely new

and biogas assets “By harnessing the

concept in energy: the customer as

possibilities of digitalisation, we net-

consumer and contributor, rather than

work thousands of power producers,

merely the former. McKinsey notes in

consumers, and storage assets and

‘Why the future of commercial battery

put them on the markets with help

storage is bright’ that there are two

from our power traders,” they say

noteworthy benefits to VPPs made

on their website. “We are certain that

of storage units: “One is encouraging

the demand for power in Germany

the use of solar by allowing its energy

can be completely covered with renew-

to be stored during the day and then

able energies by 2050.”

released at night; another is back-up

asset in the battle to meet countries’

Next Kraftwerke: The Virtual Power Plant for 100% Renewable Energy CLICK TO WATCH | 2:20

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31

INDUSTRY X.0

32

“ VPPs have the potential to cause a fundamental paradigm shift in the way power is generated in smart cities”

OCTOBER 2020

reliability and resilience.” Moreover, the aggregated solar units on customers’ homes could be used to sell energy back to the grid.

Indeed, this is exactly what German energy specialist sonnen offers: using its sonnenBatterie and ecoLinx products in conjunction with a PV installation, customers are able to satisfy as much as 75% of their annual electricity needs. From these high-tech examples of smart equipment, the company is able to transform its swathes of batteries into a manageable, sustainable and revenue-generating VPP. Now with a presence in Europe, the US and Australia, the company has begun several projects to explore the VPP concept on a community-wide scale, such as those in Utah, Arizona, Florida and Illinois.

The newest of these – the Soleil Lofts apartment complex in Utah – was a partnership between sonnen, the Wasatch Group and Rocky Mountain Power. Featuring 600 ecoLinx batteries and PV setup capable of generating 12.6 MW of power, the VPP enabled Rocky Mountain w w w.e ne rgydi gi ta l. com

33

INDUSTRY X.0

“ VPPs can be said to truly capture the modern race for cleaner sources of energy” during peak use, provide a reliable

ENABLING THE NEXT GENERATION OF SMART HOMES, TOWNS AND CITIES

backup electricity supply and help

More than simply being restricted

the utility balance the overall usage

to small communities or individual

of the grid.

households, VPPs have the potential

Power to effectively manage energy

“The combination of solar and long-

34

to cause a fundamental paradigm

lasting, safe, intelligent energy storage

shift in the way power is generated in

managed by the local utility is an essen-

smart cities. The same fundamental

tial component to the clean energy grid

tech enablers found in common smart

of the future. The solar industry should

infrastructure is similar to VPPs: IoT

find inspiration in this extraordinary

equipment collecting and transmit-

project, as it provides a blueprint for

ting data to a centralised point (cloud),

the future of grid optimized battery

which is then optimised via artificial

storage,” commented Blake Richetta,

intelligence (AI) or machine learning

Chairman of sonnen Inc.

(ML) computer algorithms.

A BO U T SO N N EN

sonnen was founded in 2010 with the aim of engineering a solution that would grant communities clean, affordable energy, not just to protect the environment, but also to promote self-determination and independence. “Our intelligent sonnen batteries can optimise the energy supply and demand to

OCTOBER 2020

such a degree that integration of 100% renewable energy within a community is possible,” it claims.

Key people: CEO: Christoph Ostermann COO: Oliver Koch CTO: Hermann Schweizer

Virtual power plant – the sonnenCommunity is stabilizing the power grid CLICK TO WATCH | 4:30

35 The scalability of the VPP concept is

that “Australia’s really perfect for solar

being investigated by renowned inno-

power because it’s not too far north

vator Tesla, which is currently in the

or too far south. You could have the

process of building the largest exam-

entire country be solar power or some

ple attempted so far, involving 50,000

combination of wind, solar, geothermal,

average homes fitted with solar PVs,

hydro…” The country’s suitability for

smart meters and Tesla Powerwall

an effective VPP established, Tesla

storage batteries.

soon began devising its approach.

Taking note of the less than desirable

Currently under development in

efficiency of the Australian grid and

South Australia with cooperation of

the country’s geographic and meteor-

the Government, phases I and II of

ological advantages (there are

the trials – 1,100 households – has

practically no cities which receive less

realised 2% of Tesla’s ambition and

than 200 days of sunshine), Elon Musk

seeks to make evident the benefits

stated in an interview with 60 Minutes

of VPPs, namely: w w w.e ne rgydi gi ta l. com

INDUSTRY X.0

● Reduced energy costs.

the grid requires it. Therefore, all partic-

● Better grid stability.

ipants can simultaneously satisfy their

● Increased visibility for consumers

electricity requirements and generate

on their energy use. ● An accelerated transition to an renewables-based economy.

additional income through clean, renewable energy. Moreover, all participating homes, the Government’s website states, will receive an exclusive

The installed solar PVs and Powerwalls are then group connected to Tesla

than 20% cheaper than the standard

Powerpacks, cutting-edge, scalable

electricity price (known as the Default

units with an energy capacity of 232

Market Offer) in South Australia.”

kWh each – thus forming the VPP. 36

deal on their energy bill “which is more

Subject to the trial’s analysis and

Unused electricity from the Powerpacks

success – Phase II was completed in

can then be sold to utility companies

late 2019 – Tesla’s VPP solution will

on home-owners’ behalf for cash when

be rolled-out to the remaining 49,000

South Australian Virtual Power Plant | Powerwall & Sola CLICK TO WATCH | 1:32

OCTOBER 2020

37

Š Tesla

properties. With initial reports indicat-

prototype of urban power generation.

ing a positive result, the approximately

Providing a way for authorities to meet

AU$800mn Phase III is likely to com-

difficult environmental targets, for

mence once private investors see the

consumers to save and make money

VPP’s value.

and enabling the swifter conversion

With energy consumption becoming

to cleaner energy sources which can

an ongoing challenge in a progres-

empower local communities, it is safe

sively more electric world, the SA VPP

to speculate that VPPs will play an

has the potential to become an ideal

important role in the digital era. w w w.e ne rgydi gi ta l. com

SMART CITIES

38

HOW SMART CITIES CAN POWER A SUSTAINABILITY REVOLUTION Energy Digital looks at what it means to be a smart city and how to develop an effective framework for sustainable and energy efficient benefits WRITTEN BY

GEORGIA WILSON

OCTOBER 2020

39

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SMART CITIES

40

WHAT IS A SMART CITY?

to improve the overall quality of

A smart city is a framework designed

life. 11 core focuses for a smart city

to harness the capabilities of innova-

framework include: air quality, com-

tive technology to connect, protect,

munication architecture, environment,

and enhance the lives of a city’s

lighting, parking, public wifi, safety

citizens. By harnessing information

and security, transportation, urban

and communication technologies

mobility, waste management and

(ICT) and the internet of things (IoT),

water management.

a smart city collects and analyses the city’s environment, providing

DEVELOPING A SMART CITY FRAMEWORK

real-time information to help govern-

Outlined in Eden Strategy Institute’s

ments, enterprises, and citizens make

most recent ‘Top 50 smart city gov-

better and more informed decisions

ernments’ report, the organisation

data from multiple channels to ‘sense’

OCTOBER 2020

“We have observed a ready willingness for many of the topranked cities in our study to accept that they may not have all the answers” — The Eden Strategy Institute

41

conducted extensive research into

Within its report the Eden Strategy

the top 50 smart city governments

Institute LLP details six steps for an

discovering core factors that are

effective smart city strategy. These

considered by leading cities when

include: taking stock of a city’s natu-

developing a smart city framework.

ral strengths and assets, to build the foundations for a smart city vision;

1. AN EFFECTIVE STRATEGY, BUDGETING

engaging with citizens when it

“Developing a smart city vision

comes to determining the smart

involves multiple stages: defining the

goals and areas of development;

relevant smart city concepts; design-

encouraging private sector involve-

ing the planning process; engaging

ment; identifying focus areas;

and drafting approaches with stake-

establishing a specific criteria for

holders; as well as prioritizing

the city in order to prioritise the mul-

initiatives and crafting the roadmap.”

tiple opportunities available; and w w w.e ne rgydi gi ta l. com

SMART CITIES

“Deploying a range of applications to the best reasonable extent could cut emissions by 10 to 15%, lower water consumption by 20 to 30%, and reduce the volume of solid waste per capita by 10 to 20%” — McKinsey 42 ensuring that each initiative is planned, sequenced and validated.

When it comes to developing a smart city, “budgetary limitations often constrain the pace at which cities can realise their smart city visions.

The top 50 cities have turned to innovative ways to secure funding, including competitions and hackathons, partnerships with private companies, smart procurement policies, or national and state-level funds.

In many cases, these acted in concert to improve funding outcomes,” highlighted the Eden Strategy Institute.

OCTOBER 2020

The Need for Smart and Connected Cities Today CLICK TO WATCH | 3:20

43 Of the top 50 cities within the

tighten the social compact with the

report, 37% have access to national

government and among citizens,”

and state level funds to develop their

stated the Eden Strategy Institute.

smart city frameworks; while 23% rely use hackathons and competitions to

2. DIGITAL INCLUSION, BUILDING A SMART WORKFORCE AND OPEN DATA

identify worthwhile smart city project

“A city only becomes truly ‘smart’ when

investments; and 9% utilise smart pro-

all citizens are ready for it. Urban plan-

curement policies and practices, to

ners and innovators might develop

optimize the use of public funds.

personas of the ideal ‘smart citizen’ as

upon private-sector participation; 18%

“Done correctly, smart cities have

they prepare future plans for their cit-

the potential to transform the charac-

ies. These often assume that citizens

ter and liveability of a city, rejuvenate

enjoy internet access, and are tech-

its economy and heritage, enhance its

savvy enough to use and interact with

resilience and sustainability, and even

the city’s spaces and services. Reality, w w w.e ne rgydi gi ta l. com

SMART CITIES

S U S TA I N A B L E T ECHN O LO GY – M O BI LI T Y

Bike sharing: public-use bicycles, providing an alternative to driving, public transit, and private bike ownerships.

public transit routes, harnessing algorithms to analyse historical demand to determine routes, vehicle size, and trip frequency.

Car sharing: providing access to short-term car use without full ownership.

E-hailing (private and pooled): real-time ordering of point-topoint transportation through a mobile device.

Congestion pricing: fees for private car usage in certain areas and during times of peak demand.

44

Demand-based microtransit: a ride-sharing service with fixed routes and/or stops to supplement existing

Intelligent traffic signals: improving overall traffic f low through dynamic optimisation of traffic lights and speed limits.

Source: McKinsey

however, presents a wider range of city

important to provide accessibility to

users, and cities risk excluding entire

both the internet and the devices to

segments of their population from the

utilities online capabilities, as well as

smart city experience if efforts are not

having the technological skills to utilise

made to bridge the digital gap,� empha-

the capabilities of a smart city.

sised the Eden Strategy Institute.

As a result it is important when

Building a smart workforce is another aspect of ensuring that smart

developing a smart city framework that

city initiatives are adopted. A holistic

every group within the city is

strategy ensures that all ages have

accounted for to ensure that the readi-

access to technology, education and

ness of individuals to adopt technology

the opportunities to add value and have

within the city isn’t overestimated. A

a part to play in developing the city.

part of ensuring that the city is ready for such innovations, it is equally OCTOBER 2020

As industries face increased demands for transparency and

accountability particularly when it

study to accept that they may not have

comes to the environment, open data

all the answers,” commented the Eden

has emerged as a cost efficient way to

Strategy Institute. In order to really

improve transparency, accountability,

drive innovation and ensure that the

efficiency and responsiveness.

city is striving to connect, protect, and

However, to best utilise this technology,

enhance the lives of a city’s citizens,

it is important to not only have the tech-

cities should look to involving outside

nological skills for effective use, but

stakeholders - businesses, startups,

also to establish open data policies.

students and the public - to develop a larger variety, volume, and quality

3. CO-CREATION AND SHARED KNOWLEDGE VIA DISTRICTS AND CONFERENCES

of insights, ideas, and feedback to establish the most cost-effectively and functional smart city.

“We have observed a ready willingness

Currently, “cities around the world

for many of the top-ranked cities in our

are increasingly experimenting with

w w w.e ne rgydi gi ta l. com

45

SMART CITIES

geographically-concentrated innova-

Strategy Institute’s report are hosting

tion ecosystems.” This approach

these types of events as well as other

develops an ecosystem of shared

shared knowledge mechanisms such

knowledge and well connected capa-

as joint ventures, collaborative plan-

bilities to drive innovation that is

ning, and developing specialised

tailored to local needs. Smart district

knowledge and industry clusters.

models have been successfully

46

developed in two ways: top-down

4. LEADERSHIP MODEL

strategies which are decided and led

When establishing a smart city frame-

by the government or local authori-

work it is important to have a clear

ties, or bottom-up ones which are

leadership model. Some of the most

initiated and driven by the private

successful cities it has seen have

sector. The result - an innovative cul-

used a single dedicated office for their

ture at the heart of the city.

initiative with flexible pathways for

When it comes to shared knowl-

leadership to evolve naturally. However

edge via conferences and expos, 86%

other successful smart cities have

of the top ranked cities in the Eden

also used models that distributed

“Done correctly, smart cities have the potential to transform the character and liveability of a city, rejuvenate its economy and heritage, enhance its resilience and sustainability, and even tighten the social compact with the government and among citizens” — The Eden Strategy Institute OCTOBER 2020

S U S TA I N A B I L I T Y T ECHN O LO GY – EN ERGY

Building automation systems: systems that optimise energy and water use in commercial and public buildings with the help of sensors and analytics.

Distribution automation systems: smart grid technologies, which include FDIR, M&D, Volt/ Var, and substation automation, to optimise energy efficiency and stabilize the power grid.

Dynamic electricity pricing: utilised to reduce peak time demand as well as the electricity generation cost.

Home energy automation systems and tracking: optimising home energy consumption using smart thermostats, programmable and remote controllable electronic devices as well as standby electricity control. In addition to, providing information on tracked residential electricity consumption to increase awareness and encourage conservation.

Smart street lights: Harnessing connected and sensor equipped energy efficient street lights to optimise brightness and reduce maintenance needs.

responsibilities across departments as

industrialisation and consumption

well as forming partnerships with the

comes the addition of increased

public and private sector.

environmental challenges. While technology is only one element that

HOW SMART CITIES CAN DRIVE SUSTAINABILITY GOALS AND ENERGY EFFICIENCIES

that “deploying a range of applications

Having the capability to advance

to the best reasonable extent could

Sustainable Development Goals

cut emissions by 10 to 15%, lower

by 70%, smart cities can deliver a

water consumption by 20 to 30%, and

cleaner and more sustainable environ-

reduce the volume of solid waste per

ment. With increased urbanisation,

capita by 10 to 20%.”

can help to address these challenges, overall analysis by McKinsey highlights

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47

SMART CITIES

SU S TA I N A B I L I T Y T ECHN O LO GY – WAT ER AN D WAST E

Leak detection and control: leveraging sensors, cities can remotely monitor pipe conditions and control pump pressures to reduce or prevent leakages.

Smart irrigation: cities can optimise irrigation by analysing information such as local weather, soil conditions and plant types to eliminate unnecessary watering.

48

Water consumption tracking: providing information on tracked residential water consumption to increase awareness and encourage conservation.

Water quality monitoring: harnessing real time capabilities to

OCTOBER 2020

monitor the quality of water to warn the public and provide more informed information to cities and utilities in order to manage the problem.

Digital tracking and payments for waste disposal: using digital payment methods for ‘pay-as-youthrow’ solutions to increase awareness and reduce waste.

Waste collection route optimisation: installing sensors in bins to measure the volume of waste to direct the routes for bin lorries, providing a more efficient route for lorries to travel minimising visits where there is not much waste.

GREENHOUSE GAS EMISSIONS

effects by three to 15% depending

For cities that find structures as a major

on the current levels of pollution.

source of emissions, McKinsey reports that building automation systems can

WATER CONSERVATION

lower emissions by just under 3% in most

Harnessing water consumption tracking

commercial buildings and 3% in resi-

technology paired with advanced meter-

dential homes. Other technologies that

ing and digital feedback messages can

can significantly impact emissions are

reduce consumption by 15% in higher

dynamic electric pricing, ride-hailing and

income cities where residential water is

demand based microtransit, intelligence

high. However, McKinsey notes that

traffic signals and congestion pricing.

its effectiveness depends on whether it is paired with a pricing strategy.

AIR QUALITY

In developing countries, the biggest

While some of the above can improve

source of water waste is leaking pipes.

air quality, to directly address this

Utilising sensors and analytics can help

challenge requires implementing

to cut the loss by up to 25%.

air quality sensors. While this does not automatically solve pollution,

SOLID WASTE REDUCTION

the technology can identify the

With low-tech recycling reaching its

source, providing the ability to make

limits, McKinsey reports that technol-

more informed decisions. McKinsey

ogy could help to further reduce the

reported that Beijing reduced its

volume of un-recycled solid waste.

deadly airborne pollutants by 20% in

An example of this could be to har-

under a year by closely tracking the

ness digital tracking and payments,

source of pollution and regulating

however this should be considered

traffic and construction.

alongside other policy initiatives par-

In addition, sharing real time air quality information provides the public

ticularly for developing economies with tight household budgets.

with the capability to take protective measures to reduce negative health w w w.e ne rgydi gi ta l. com

49

AI

50

HOW IIOT IS SHAPING THE ENERGY SECTOR’S DIGITAL FUTURE WRITTEN BY

WILL GIRLING

Jim Walsh, GE Digital, and Dale Geach, Siemens, on the importance of IIoT and why companies should incorporate it into their strategy

OCTOBER 2020

51

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AI

IIOT: ENABLING NEXT-GEN ENERGY SERVICES

W

hen considering how IIoT (industrial internet of things) capabilities have affected global industries, it is arguable that energy has

gained some of the most significant benefits. Utilising a range of equipment – from image-recognition software to myriad sensors and metering hardware – which then integrates collected information into a single source, such as cloud, companies have been 52

able to increase efficiencies, drive optimisation and unlock the valuable potential of their data. The scope for predicting energy usage, monitoring equipment status in real-time and performing analysis at the edge has been made possible by complex, interconnected networks of IIoT equipment, which have so far managed to decrease costs to the operator/consumer and significantly increase health and safety.

Here to help Energy Digital navigate just how important IIoT has become for the energy sector are Jim Walsh, GM for Grid Software at GE Digital, and Dale Geach, Technology and Innovation Manager at Siemens. Experts in the digital transformation currently gripping the industry, both emphasise the crucial advantages that IIoT can bring and its irrefutable importance to energy’s future. In the words of Walsh, “IoT is mission-critical for modern energy companies.”

OCTOBER 2020

53

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E X E C U T I V E P R OF IL E :

Jim Walsh Title: CEO Company: GE Grid Software Solutions Industry: Automation & AI

Location: Charlottesville, Virginia

Part of GE since 2008, Jim Walsh has gained crucial experience in the application of digital technology to the utility sector.

“As General Manager for Grid Software at GE Digital, I lead a team of talented professionals focused on providing mission-critical information systems that help ensure reliable, efficient and safe delivery of electricity, water, fuels and data for utilities all over the world,” he says.

“GE Digital is one of the largest industrial software companies in the market with over $1bn in annual revenues. With a footprint in 100 countries, GE Digital is focused on serving four key markets: electric utilities and telecommunications, power generation, oil & gas and manufacturing. Our mission is to bring simplicity, speed and scale to our customers’ digital transformation activities, with software that helps them to better operate, analyse and optimise their business processes. With our people, process and proven technology, we are innovating with our customers to make the complex simple, at unparalleled speed and scale. We partner with customers to give them a long-term view while understanding the need to deliver ROI in the short term.”

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55

AI

E X E C U T I V E P R OF IL E :

Dale Geach Title: Technology and Innovation Manager Company: Siemens Industry: Energy Location: Hebburn, UK Dale Geach’s career with Siemens began almost 14 years ago. However, he states that an interest in technology has been a lifelong interest and work focus. “Starting as a technical apprentice in the early ‘90s, I’ve been in the energy sector for a little over 26 years. My current role, which I’ve held for 56

over five years now, is at Siemens Digital Grid, part of the Siemens Smart Infrastructure Operating Company, strategically focused on delivering ‘environments that care’.

“My role within the organisation involves bringing new value-adding solutions and services to the market that are well-aligned with the challenges our customers are facing.

“The Digital Grid business unit serves the utility and industry markets, delivering smart meter infrastructure, power quality metering, substation control and protection solutions, power system studies and consultancy, cybersecurity services and software applications for the energy sector.”

OCTOBER 2020

WHAT ARE THE KEY BENEFITS OF IIOT?

other environmental targets, where the

If the core advantage of IIoT could be

ability to accurately forecast energy

summed up, it would be the empower-

generation and consumption is truly

ment to enable valuable insights from

invaluable. “As an example, one of the

gathered data and support the devel-

value propositions IIoT can bring to

opment of user-centric applications

the energy sector is increased vis-

to leverage it. “There are great stories

ibility of energy use lower down in the

of new uses in the market today which

grid,” Geach continues. “The roll-out

bring together disparate data sets

of smart metering continues to enable

from traditional platforms and new

value-driven services through use of

sensor technology to drive value for

cloud-based analytics, which help utili-

business,” says Geach.

ties manage their load profiles in a more

For him, one of the main accelerators

dynamic manner than previously.” It

of IIoT adoption has been the drive to

should also be noted that smart meters

meet ambitious net-zero carbon and

provide consumers with the ability to

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57

AI

manage their own energy use, whilst simultaneously making the billing process less labour-intensive for providers.

Walsh adds that a comprehensive virtual model of entire electrical grids can be achieved with IIoT, “creating a common shared view of the network that every employee – from the field to the control room – can access, update and maintain in real-time.” Furthermore, IIoT can enable the following benefits: • Remote-working: Particularly 58

pertinent in the ‘new normal’ or post-COVID-19 working environment, decentralised systems mean that data can be accessed by authorised personnel at home.

• Faster reactions: IIoT provides operators with a constant stream of real-time data. Therefore, faults or potential incidents can be picked up quickly and dealt with decisively far quicker than before.

• Better prioritisation: Owing to the up-to-the-second data feed, opera tors can more accurately prioritise workloads in order of importance, thus increasing efficiency without detriment to safety.

OCTOBER 2020

“ IOT IS MISSIONCRITICAL FOR MODERN ENERGY COMPANIES” — Jim Walsh, GE Digital

• Utilities: “An electrical utility’s job is to make sure that power is reliable and affordable. Increasingly, that means being able to adapt to volatile demand and the challenges of elec tricity being sold back into the grid from multiple points, like solar panels,” says Walsh. IIoT is instru- mental in managing the data of large, highly complex grids and driving optimisation with artificial intelligence (AI) and machine learning (ML) software.

• Oil & gas: For oil & gas the modernising benefits of IIoT can be truly trans- formative: at a time when cost-saving and maximum efficiency is needed to survive in a difficult market, gaining a holistic vantage over operations can provide the technological edge.

HOW IS IIOT DEPLOYED DIFFERENTLY IN THE ENERGY SECTOR?

“In this case, the IIoT is enabling

The energy sector is notably diverse,

everything from individual components

with, for example, oil & gas and utility

like a bearing, to a pump, to a turbine

companies possessing different objec-

or a fleet of turbines. Using the IIoT,

tives and operational standards. IIoT’s

we can remotely operate, analyse and

deployment within these subcatego-

optimise how entire platforms are

ries will generally be dependent on ROI

run to help customers avoid risk and

potential, although Walsh highlights its

maximize revenues,” adds Walsh.

‘asset digital twins’ - digital models of

data collection/analysis potential to be a common denominator. w w w.e ne rgydi gi ta l. com

59

AI

“ IIOT, IN ALL ITS FORMS, OFFERS THE MEANS TO BRING TOGETHER DATA FROM NEW AND DISPARATE TECHNOLOGIES” — Dale Geach, Siemens

and processes.” This could take the form of awareness training, recovery planning, risk identification, or detection and incident handling, to name just a few crucial areas when shoring-up a company’s digital portfolio. “Data confidentiality is also paramount when sensitivity is required and the secure transmission of data between locations must also be guaranteed.”

Assuming that cybersecurity is taken fully into consideration, what then?

60

WHAT ARE THE CHALLENGES OF DEPLOYING AN IIOT NETWORK?

Walsh claims that the second-largest

Although the benefits are now becom-

network is a hurdle permeating tech-

ing apparent, adopting an IIoT network

nology everywhere: change. “Change

within an energy company is not with-

is difficult when implementing any sort

out risks or challenges.

of new technology. While there may be

consideration for establishing any IIoT

Perhap the most fundamental risk

obstacles in implementing the technol-

is the ongoing and constantly evolving

ogy itself, the real difficulty comes from

threat of cyberattacks, an unfortunate

thousands of employees adopting the

downside to the convenience of a

new practices,” he explains. “ In order

decentralised system. “When consider-

to successfully implement any new

ing security, particularly the application

technology, including IIoT networks,

of any digital technology within the

companies must first have the approval

operational environment, companies

and support of workers and executives,”

need to take a holistic approach,”

he adds. Not only this, but partners and

enthuses Geach. “Increasing resilience

suppliers must also play their part by

is not simply a technological matter; it

making software intuitive to use, easy

takes focus and attention on people

to deploy and fastidiously maintained.

OCTOBER 2020

MI N DSPHERE

Geach: “MindSphere is Siemens’ cloud-based IoT open operating system and platform-as-a -service (PaaS). It connects digital assets at the field or lower levels of architecture, harvesting the data available for use in analytics and bespoke application development.

The PaaS allows partners to develop, run and manage their applications without needing to build and support their own infrastructures or complex software stacks. The platform also delivers open application programming interfaces (APIs) and development tools, which support integration with existing software applications and services.

“MindSphere is well aligned with industry standards for the OT environment and has been designed to meet high levels of security. It meets the requirements of information security management standard ISO 27001 and is also certified against the international standard IEC 62443-4-1 for secure development lifecycle.

“To supplement the security certifications, Siemens has worked with all the relevant governing bodies for industry to ensure that the platform is suitable and can be considered applicable for use with critical national infrastructure.”

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61

AI

This is MindSphere CLICK TO WATCH

|

2:45

62

HOW WILL IIOT CONTINUE TO SHAPE THE ENERGY SECTOR?

create smart cities, the utility of IIoT

Whilst predicting the future of any

becomes apparent when one consid-

industry can be difficult following

ers that the coordination of these

the economic uncertainty caused by

activities could not function without it.

the COVID-19 pandemic, both Walsh

“IIoT, in all its forms, offers the means to

and Geach remain equally positive

bring together data from new and dis-

about IIoT’s enduring influence on the

parate technologies,” Geach says. “As

energy sector.

the price point for sensor technology

buildings within a larger framework to

With the increased adoption of

reduces and the ability to optimise the

energy resources at the edge, the

integration of equipment increases, it

deployment of transport charging

makes for a more compelling business

infrastructure within urban environ-

case for adoption.” Furthermore, if

ments and the development of smart

augmented by the latest developments

OCTOBER 2020

“ AS THE PRICE POINT FOR SENSOR TECHNOLOGY REDUCES AND THE ABILITY TO OPTIMISE THE INTEGRATION OF EQUIPMENT INCREASES, IT MAKES FOR A MORE COMPELLING BUSINESS CASE FOR ADOPTION” — Dale Geach, Siemens

energy into the grid without software to manage its complexity,” Walsh explains.

“IIoT is helping us to keep field teams safe, avoid unplanned outages at power stations and make energy companies more economically viable during volatile times. Also, throughout the pandemic, it has enabled remote working for thousands of employees without jeopardizing operations.”

Energy companies are already beginning to explore the practical advantages of incorporating virtual and augmented reality (VR and AR) to assist engineers in real-time. As the sector continues to experiment with

in digital infrastructure, such as 5G and

new digital technology, the need for IIoT

AI, energy companies would be able

networks will only become more essen-

to construct an ultra-fast information

tial as the foundation which underpins it

network capable of self-improvement,

all. Ultimately, Walsh concludes, it is by

analysis and optimisation.

recognising the value of IIoT that com-

IIoT will also have a place in facilitat-

panies can become “more resilient and

ing the passage of energy from its old

more capable of meeting and adapting

paradigm to one based on renewable

to their consumers’ needs.”

power, smart grids and virtual power plants. Not only that but the health and safety of workers can now be ensured in a way that was previously unfeasible.

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63

CYBERSECURITY

64

Cybersecurity: an Evolving Challenge for Energy WRITTEN BY

WILL GIRLING

OCTOBER 2020

65

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CYBERSECURITY

Anjos Nijk, MD of the European Network for Cyber Security, explains why breaking down data barriers may actually strengthen cybersecurity in energy

D

igital transformation is a fundamental focus for companies within the energy sector. Now, particularly in the wake of

the ‘new normal’ working conditions of a world still 66

coming to grips with COVID-19, cybersecurity has taken on more importance for the industry than ever before. Controlled, monitored and integrated with digital systems which enable a higher level of service than ever before, energy companies must ensure that they employ not just the right technology but the best talent available to maintain the adequate levels of security necessary for sustaining these essential services. Furthermore, an attitude of collaboration between companies and local authorities is essential; a strong, unified, dedicated approach offers the best chance for tackling a mercurial adversary.

To understand the importance of cybersecurity to the modern energy sector, Energy Digital spoke with Anjos Nijk, MD of the European Network for Cyber Security (ENCS), on the topic.

OCTOBER 2020

67

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ABO U T EN CS

Anjos Nijk has been MD of the ENCS since 2016. With previous experience working for leading technology companies such as AT&T and Nokia, Nijk understands the importance of technology in everyday life and how to protect it.

“ENCS is a non-profit member organisation that brings together critical infrastructure stakeholders and security experts to deploy secure European critical energy grids and infrastructure. Founded in 2012, ENCS has dedicated researchers and test specialists

who work with members and partners on applied research, defining technical security requirements, component and end-to-end testing, as well as education and training. ENCS uses its network in academia, government, and business to provide cybersecurity solutions and counsel dedicated to the needs of national Distribution System Operators (DSO), Transport System Operators (TSOs) and regulators.

“ With recent developments of increasing criminal and state actor activity in the energy domain, a re-evaluation of company efforts is needed and ongoing” — Anjos Nijk, ENCS w w w.e ne rgydi gi ta l. com

69

CYBERSECURITY

“ The most important challenge is to integrate cybersecurity into the core management responsibility and processes of the company” — Anjos Nijk, ENCS

IS CYBERSECURITY ALREADY ADEQUATELY ADDRESSED? When assessing the momentum of the energy sector’s current response to the growing need for cybersecurity, Nijk reports that he is positive overall, albeit with one caveat. “We see that all of our members are taking serious cybersecurity measures. These seem to be adequate for current threats, as there have been no incidents disrupting the grid. However, cybersecurity is a moving target,” he explains. “With

70

recent developments of increasing

OCTOBER 2020

Anjos Nijk (ENCS) discusses grid cyber security CLICK TO WATCH | 13:57

71 criminal and state actor activity in

(WHO) found that cyberattacks on

the energy domain, a re-evaluation

corporate entities had increased

of company efforts is needed and

fivefold. Siemens has also recog-

ongoing.” Indeed, this appears to be

nised this and emphasised that

the crux of the matter: however well

power providers should make time

an organisation becomes at defend-

to understand the new threat, estab-

ing itself against prior threats,

lish a baseline defence strategy

cybersecurity is an ongoing ‘process’

in collaboration with partners and

not a final destination.

reimagine security architecture for

Perhaps the biggest disruption to

a new way of operating. All of this,

old paradigms of cybersecurity has

the company states, should be done

been the necessity for remote working

whilst abiding by two main principles:

during the COVID-19 pandemic. In a

1) continue providing power to cust-

survey not exclusive of energy compa-

omers and 2) keep people and

nies, the World Health Organisation

companies safe. w w w.e ne rgydi gi ta l. com

CYBERSECURITY

72

OCTOBER 2020

Ultimately, collaboration (both internal and external to the organisation) will be the foundation upon which a strong cybersecurity strategy is built, Nijk says.

“Energy companies cannot resolve the issues on their own because utilities don’t possess skills and resources equivalent to those of nation-states.

Nation-states have a responsibility to make the sharing of information more harmonious across countries if needed. A political approach of reaching consensus is not going to be effective in cyber-war scenarios as the response times are too long.”

TACKLING THE DIFFERENCES IN THE INDUSTRY Because of the variety within energy, it is not possible to develop a solution which uniformly addresses the operating procedures of each aspect. Utility companies, for example, are heavily regulated by legislation and therefore incentivised to provide their services in a secure fashion. Conversely, renewable energy projects tend to occur more prevalently in the entrepreneurial sphere and therefore are w w w.e ne rgydi gi ta l. com

73

CYBERSECURITY

not bound by similar standards, although they are just as necessary.

This creates an obvious disparity between long-established ‘legacy’ names and the nimble, adaptable startups. This agility, however, should not be mistaken for an inherent advantage.

“Innovative startup businesses do not possess well-established processes to address security through the value chain, nor can they afford to hire expensive cybersecurity specialists,” states Nijk. “Spending more on cybersecurity 74

than competitors can harm their short-

“ In my mind, there is no doubt that we are only beginning to realise the possibilities of cybersecurity capabilities within the energy domain” — Anjos Nijk, ENCS

term profitability and growth. Therefore, it is necessary to establish and maintain

Also, with the employees for electrical

security requirements that adequately

utilities now able to access a wide range

cover the cybersecurity risks and are

of grid functions from home, a total

implementable by manufacturers.”

reimagining of how energy companies operate (and the associated risks) could be the enduring legacy of COVID-19.

“Attack scenarios, such as the cyberattacks on Citrix in January, demonstrate the severity of a compromisation in the digital era,” Nijk continues. “But the trend towards remote access has been ongoing for many years now and there are solutions to deal with it. COVID-19 will just mean that these solutions need to be implemented more quickly.”

OCTOBER 2020

Siemens’ guide to cybersecurity for energy companies Published in its playbook ‘Simulating a Cyberattack on the Energy Industry’, the company recommends the following interlinked steps to form a perpetual cycle of defence and improvement: Preparation: Energy companies should allocate specific teams and job roles for staff trained to handle cyberthreats, who should then prepare a methodical response programme which can be easily deployed when needed.

Identification: Familiarity with a system during normal operations will help to recognise abnormalities faster.

Containment: Once an incident has been identified, the next course of action is to isolate the spread of ‘infection’ and prevent the compromisation of multiple systems. This can be difficult for

energy companies, which emphasises the importance of planning.

Eradication: Forensic teams must get rid of the threat with a view to restoring normal operations as soon as possible. Backing up essential operations should be given paramount importance.

Recovery: Following the elimination of the cyberthreat, energy companies should restore critical functions and perform system integrity checks.

Evidence should also be collected on the nature of the threat and how it was dealt with.

Lessons learned: After normal service has been restored, all evidence and documentation associated with the attack should be compiled and analysed in order to inform any subsequent changes that need to be made. w w w.e ne rgydi gi ta l. com

75

CYBERSECURITY

WHAT IS THE FUTURE OF CYBERSECURITY?

working, has been a revelation, though

“The most important challenge is to

a security perspective cloud can be a

integrate cybersecurity into the core

threat or a solution, depending on the

management responsibility and pro-

situation,” says Nijk. “A state-of-the-art

cesses of the company,” Nijk says.

operated cloud environment will provide

Furthermore, making proper use of

better cybersecurity than a poorly man-

the latest technology, as well as the

aged private environment. Specific

talent capable of making full use of it,

issues with control, data access and

will be decisive in creating an encom-

storage need to be considered. The

passing security solution.

availability of cloud systems during

Two tech innovations making a profound impression on how energy 76

one which has its drawbacks. “From

large power outages is a concern, for example.”

companies operate during this time are

AI algorithms can detect threats in a

artificial intelligence (AI) and cloud. The

sophisticated and thorough manner by

latter, already on grid operators’ agen-

being programmed to ascertain irregu-

das in the ongoing effort to digitally

larities in system integrity. The untiring

transform the traditional ways of

and methodical nature of AI-driven

OCTOBER 2020

“ Perhaps the biggest disruption to old paradigms of cybersecurity has been the necessity for remote working during the COVID-19 pandemic”

their partners and local authorities will determine how quickly the transformation can take place. With the ubiquitous importance of energy to modern lifestyles and the very real danger to human life posed by poor cybersecurity, Nijk posits that government involve-

security means that cyberattacks can

ment is inevitable. “It will become

be detected faster, solved quickly and

crucial to break with traditional pat-

analysed to help prevent similar occur-

terns prohibiting the sharing of

rences. However, AI, as in many of its

information between parties, as well

applications across industries,

as finding effective ways for creating

remains in its nascent stages at this

and implementing security standards

time. “Deep machine learning seems

needed for European grids.” The posi-

promising; grid operators are deploy-

tive work that organisations like the

ing AI systems to detect attacks, but

ENCS can bestow by pooling inde-

algorithms currently used are relatively

pendent expertise, providing a platform

simple and still require a lot of human

for industry lobbyists and acting as

interaction. There is considerable

an intermediary between providers

development still required to unlock

and regulators are highly apparent.

its full potential.”

Breaking down barriers within energy

For Nijk, these latent prospects indicate a bright and encouraging future

could be crucial for tackling the evolving issue of cybersecurity.

for the development of cybersecurity in energy: “In my mind, there is no doubt that we are only beginning to realise the possibilities of cybersecurity capabilities within the energy domain.” However, he re-emphasises that collaboration among companies, w w w.e ne rgydi gi ta l. com

77

Digital Oilfields A growing trend in the energy sector, digital oilfields combine the latest digital technology with management processes found in the oil and gas industry. Energy Digital explores 10 exemplary examples

78

WRITTEN BY

WILL GIRLING

OCTOBER 2020

79

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T O P 10

10

Shell

CEO: BEN VAN BEURDEN [FOUNDED: 1907]

With a history of drilling for resources that stretches back over a century, Shell is still at the forefront of the modern industry. Among the first oil companies to use smart technology in the field (Smart Fields/Digital Fields), Shell uses thousands of sensors embedded into valves and pumps to relay data regarding heat, pressure and other crucial metrics. “Smart Fields is about integrating people, processes and technology,” says Joseph Low, a senior engineer, on Shell’s website. “You can make decisions or solve problems in a day whereas before they might have taken a week and have slowed pro80

duction down.”

OCTOBER 2020

10

09 09

Rockwell Automation and Schlumberger

CEO: BLAKE MORET & OLIVIER LE PEUCH [FOUNDED: 1903] Combining their technology and expertise into one project, Rockwell and Schlumberger pitched their digital oilfield ‘Sensia’ in 2019 as a revolution in the oil and gas sector. Capable of providing endto-end lifecycle and process automation, Sensia leverages data analytics to achieve well optimisation and operational life extension.

Technologies being used include real-time control and asset analysis, packaged artificial lift, production management software and well & reservoir analytics. Conceived as a pioneer in digital oilfield automation, Sensia is intended to be a secure, scalable and integrated solution. The partners forecast that its popularity in the North American and EMEA upstream markets will illustrate the viability and potential of digital solutions in the oil and gas industry.

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08

08

Chevron

CEO: MIKE WIRTH [FOUNDED: 1879]

Seeing the potential of a digital oilfield earlier than most, Chevron started exploring the concept in 2002 and started reaping the financial and operational benefits soon after. However, a partnership with Microsoft in 2017 supercharged Chevron’s efforts, establishing it with a cloud provider (Azure), IoT support and an advanced suite of analytics to drive performance. “We embrace every opportunity that streamlines our workflows, gives us insights into more efficient operations and helps us compete. We already have a head start in digitizing our oilfields, but we want to accelerate our deployment of new technologies,” says Exec VP Joe Geagea. Combining Microsoft’s technology with Chevron’s oil and gas expertise is likely to be a winning combination; all aspects of the production cycle can be optimised, from exploration and reservoir management to logistics and marketing operations.

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T O P 10

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07

07

Halliburton

CEO: JEFF MILLER [FOUNDED: 1919]

Halliburton’s consulting arm positions itself as the go-to technology partner for all oil and gas companies currently developing or implementing digital oilfield projects. The company’s technologies include: • ‘Intelligent wells’ that incorporate IoT sensors for real-time updates and data.

• Remotely controlled inflow devices for increased precision.

• Reservoir visualisation and analysis.

• Performance evaluation.

Having gained exposure and experience from several digital oilfields on matured projects, Halliburton is now keen to introduce its expertise to wells under appraisal or development.

OCTOBER 2020

06

C3.ai

CEO: THOMAS M. SIEBEL [FOUNDED: 2009]

An industry leader in the development of Enterprise AI, C3.ai’s advanced suite of digital solutions for oil and gas have been specifically designed to modernise every aspect of operations: • C3 Predictive Maintenance for Asset Health • C3 Sensor Health • C3 Reliability (allowing companies to drive optimisation in real-time) • C3 Production Optimisation Using these tools, energy companies can expect to see significantly improved integrity, process optimisation, network and flow monitoring and safety. The latter is achieved through video and photo recognition software, which is able to accurately detect faults, mitigating the need for risky in-person engineer checks.

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You see the Windy City.

We see an imminent power outage on Michigan Avenue.

C3.ai transforms Utilities. Š 2020 C3.ai, Inc. All Rights Reserved. is a mark of C3.ai, Inc.

05

05

Weatherford

PRESIDENT: MARK MCCOLLUM [FOUNDED: 1987]

Weatherford is on a dedicated mission to accelerate the digital transformation of its customers. It does this by developing solutions which T:297 mm

enable automation, and grant quantifiable performance advantages: • Victus™ intelligent MPD (automation, advanced hydraulics and smart control algorithms) • Centro™ digital well delivery (well-drilling optimisation and data management) • Vero® automated connection integrity (AI-driven enhancement of safety, system integrity and efficiency) • AccuView® remote support system (real-time analytics) • OmniWell® reservoir monitoring • ForeSite® production optimization ecosystem (IoT infrastructure and next-gen analytics) The utility of its offerings has been demonstrated in their application: Vero has achieved 30% faster tubular running in the UAE, deployment of Victus saved an Indonesian project $18mn and Weatherford’s tech managed to yield 2,000 more barrels per day in Oman.

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T O P 10

04

Eni

CEO: CLAUDIO DESCALZI [FOUNDED: 1953]

Eni has been rewriting its operational algorithms since 2000 to optimise its use of digital resources. The company’s commitment to developing cutting-edge IT is showcased in its HPC5 supercomputer system located at its Green Data Centre. With a peak capacity of 52 million operations per second, Eni’s supercomputer infrastructure is truly next-gen. Capable of full strategic support across the company’s entire value chain, including big data management and oil and gas exploration activities. The HPC5 is combined with research conducted by Eni Laboratories to streamline and maximise the value of a project.

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04 OCTOBER 2020

03

03

ExxonMobil

CEO: DARREN WOODS [FOUNDED: 1999]

Last year ExxonMobil announced that it had partnered with Microsoft, which would be providing digital solutions to increase the profitability of its Permian Basic operations: Dynamics 365, Azure, machine learning and IoT. “The combination of Microsoft’s technologies with our unique strengths in oilfield technologies, production efficiency and integration will help drive growth in the Permian and serve as a model for additional implementation across the U.S. and abroad,” said Staale Gjervik, Snr VP at XTO Energy (a subsidiary of ExxonMobil). Managing the vast volume of data across the 1.6 million acre Permian site, this project is among the company’s largest deployments of cloud technology.

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E M E A | A P A C | | APAC N O R T H | A EMEA MERICA AMERICAS FIND OUT MORE

FIND OUT MORE

T O P 10

02 BP

CEO: BERNARD LOONEY [FOUNDED: 1909]

Whilst some companies might be enthusiastic about using new technology, not all consider the widespread cultural adaptation that such changes require. BP’s attitude is different: “Technology underpins all that we do in the Upstream,” says the company on its website.

92

The company states that its strengths within exploration, deepwater, giant fields and gas value chains are intrinsically linked with its use of digital technologies and enhanced oil recovery, amongst other things. As such, BP is determined to become an industry leader by forming its concept of the ‘Connected Upstream’ from three components: • Connecting people and data.

• Connecting physical and digital assets.

• Connecting machine intelligence with corporate decision-making.

OCTOBER 2020

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BP in 2018 CLICK TO WATCH

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01 The world’s first logistics operation with a drone to an offshore installation CLICK TO WATCH

OCTOBER 2020

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2:04

01 Equinor

CEO: ELDAR SÆTRE [FOUNDED: 1972] Equinor proudly states that digitisation is changing the company. Since 2017, it has maintained an ambitious R&D campaign to develop digital technologies for the industry, setting aside almost $300mn in funding. Equinor’s vision includes the easy exchange of data, developing a corporate culture which fosters tech innovation, enhancing safety through analytics and introducing robotic process automation to allow human staff to focus on qualitative tasks (the company lists some of the offshore robots it uses/has used). In addition to robots, Equinor is also developing app-based automated drilling, which it estimates could save billions in operational costs. “Imagine if you could develop an app for ABS braking, another to help you park, and another one for GPS—and then put them all on a drilling rig,” the company states on its website. “We’re doing just that, and it could revolutionise drilling.”

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TRANSFORMING OPERATIONS THROUGH DIGITISATION WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

GLEN WHITE

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M C D E R M O T T I N T E R N AT I O N A L I N C

Mark Lowman, Vice President of Operations at McDermott, discusses the impact of COVID-19 in the oil and gas industry

M

cDermott is a premier, fully-integrated provider of technology, engineering and construction solutions to the energy indus-

try. Operating in over 54 countries, McDermott’s locally focused and globally integrated resources include more than 42,000 employees, a diversified fleet of specialty marine construction vessels and 98

fabrication facilities worldwide.

Mark Lowman is Vice President of Operations at McDermott. Having spent his early career as a Submariner in the Royal Navy, Lowman worked his way through the ranks to advance to Lieutenant Commander, before spending a further four years with the Royal Australian Navy. In 2000, Lowman left the Navy and joined the oil and gas industry and, over the next few years, gained experience as a Project Manager delivering projects in the Subsea, Offshore and Onshore business segments. In 2012, he joined McDermott to oversee company fabrication operations in Asia and to manage the Batam Fabrication yard. Two years later, he stepped into his current role as Vice President of Operations and is now based in Houston, Texas. “I loved my career with the Royal Navy, but I always knew I was OCTOBER 2020

99

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— Makes operations and asset optimization easier than it looks ABB Ability™ Genix Industrial Analytics and AI Suite In today’s trying times, we need every angle to solve business challenges faster. Analyzing data can give us an edge. But deciding which data and how is a whole different game. As a leader in digital technologies that help customers improve operations, we developed the ABB Ability™ Genix Industrial Analytics and AI Suite. Genix takes data from distributed control systems and devices, and combines it with data from information and engineering systems to provide multidimensional analytics that help you increase production, optimize assets and streamline business processes. Artificial Intelligence helps you produce predictive and prescriptive actions to improve. The Genix platform is augmented with easy-to-use applications and supplemented with expert ABB services to help you find the right solution to solve business challenges faster. abb.com

ABB: accelerating digitalisation with McDermott ABB is a leading global engineering company that energizes the transformation of society and industry to achieve a more productive, sustainable future. By connecting software to its electrification, robotics, automation and motion portfolio, ABB pushes the boundaries of technology to drive performance to new levels.

Heather Cykoski is the Group Vice President at ABB. Having worked for the organisation since 2005 in several different leadership positions, she has a comprehensive understanding of the industry and has observed her organisation’s digital transformation journey first-hand. “It’s incredibly interesting to be where we are today. Digitalisation has been at the core of what we do for many years; however, the acceleration of implementation today is truly transformational,” explains Cykoski. “Now is the time for those who lead in this space to transform and deliver digital value to both our own operations and to our customers. Today’s challenging economy makes this more urgent than ever. There is so much more to deliver, and we need to deliver fast.”

Rajesh Ramachandran is the Chief Digital Officer for ABB’s Industrial Automation business.

He joined ABB in February 2019 and brings over three decades of experience in technology and business leadership to ABB, having helped to transform world-class multinational organisations such as Oracle, Siemens, PayPal and more.

ABB Partner Video

“Having established a key, strategic business relationship with McDermott, Cykoski affirms that this collaboration is influential to mutual success.

“The partner ecosystem has changed. The combination of a technology provider like ABB, and an EPC like McDermott, supporting the end user, is the trifecta that creates the perfect project,” says Cykoski. “We know how important an EPC is: 80% of large projects go through an EPC. When you look at digitalisation and partnerships, what it truly means is that you trust one another and collaborate to provide value. McDermott and ABB both have very similar outlooks and values, and that is key.”

“With the future in mind, Ramachandran has a clear idea of what the partnership with McDermott could hold. “We’re actively working on how to build solutions together that have a “Different customers are at different points of lifecycle value for customers, from design through their digital transformation journeys,” says operations through continuous improvement,” he Ramachandran. “This is even true with the solution says. “The trusted relationship that we have with providers as they are learning along with the McDermott is important to ensure projects are customers on what the real value of digital is to delivered on time at the right cost. There is now a drive business outcomes. In today’s highly new normal in the industry following the pandemic. competitive landscape, industries are able to It’s the right time for partners to come together embrace digital technologies to address their core and develop, test and implement new technologies — challenges, while striving for operational excellence that challenge traditional ways of working. We’re Makes operations and asset and output of the highest quality.

Digital confident that by working together, we will ensure transformation has becomeoptimization a high priority due easier safer, than smarterit and more sustainable operations looks to its promise of addressing strategic business across the industry. “It’s a great opportunity to ABB Ability™ Industrial Analytics andknowledge AI Suite imperatives. Many companies are struggling withGenix bring the combined power of domain how to leverage this potential. We believe the and leading technology to our customers. We’re In today’s trying times, we need every angle to solve business challenges faster. Analyzing data industry must adopt a clear can roadmap of how to confident this jointgame. value will help our give us an edge. But deciding which data and how is a whole different As a proposition leader in technologies that help customers improve operations, we developed the ABB Ability™ address digitalisation, from digital enabling it to customers succeed today and tomorrow .”

Genix Industrial Analytics and AI Suite. Genix takes data from distributed control systems and implementing it through focused solutions, devices, and combines it with data from information and engineering systems to provide multidimensional analytics that help you increase production, optimize assets and streamline keeping in mind the longer digitalisation journey. business processes. Artificial Intelligence helps you produce predictive and prescriptive actions to improve. effectively The Genix platform is augmented with easy-to-use applications and supplemented At ABB, we can help our customers with with expert ABB services to help you find the right solution to solve business challenges faster. these challenges.”

Learn more abb.com

M C D E R M O T T I N T E R N AT I O N A L I N C

“MCDERMOTT HAS CREATED AN ENVIRONMENT WHERE EMPLOYEES ARE ENCOURAGED TO ENGAGE AND PROMOTE THEIR IDEAS AND WE HAVE A MANTRA TO ‘TAKE THE LEAD” 102

Mark Lowman, Vice President of Operations, McDermott

going to move jobs eventually because there comes a time when you can no longer serve at sea,” explains Lowman.

He studied at Deakin University and was awarded an MBA in Law, Finance, Human Resources, Economics and Marketing in 2001. He points to that experience as vital in providing a network of like-minded individuals. “That programme had a big influence on me as I got introduced to a number of senior executives from other companies and those conversations about opportunities really drove me to switch my career.”

Lowman believes the oil and gas industry has been slower to adopt new technology than other industries, but recognises that digitalisation is beginning to have a greater influence on operations. “When I started, digitalisation was in its infancy in the industry,” he explains. “McDermott was still working in the same way it always had with adequate systems and processes while not fully understanding the benefits of digitalisation. We have created our Digital and Project Innovation Group who are supported by resources across the organisation. This allows us to educate our employees and the leadership as

OCTOBER 2020

Ship-to-Ship Motion Measurement System CLICK TO WATCH

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103 we prepare to evolve to a digital culture.

we can find. Going forward, our focus

Digital disruption is very likely to upend

is heavily on technologies which help

the way we operate.” Pointing to his

us improve collaboration, expand our

organisation’s ongoing digital transfor-

project predictability through analytics

mation journey, Lowman acknowledges

and automate repetitive activities to free

that there has been a combination of

up our people.”

small point solutions as well as longer

With the COVID-19 pandemic

running programmes. “We’re leveraging

impacting businesses across the globe

cloud technology in certain areas, such

during the first half of 2020, Lowman

as our ERP and utilising technology

recognises how difficult the challenge

platforms like PLM from the aerospace

of transforming operations rapidly was.

and automotive industries,” he says. “We

“There’s no doubt that COVID-19 has

have tried to ensure that we don’t have

had a significant influence on the way

an ‘only invented here’ mentality and are

businesses operate now,” he explains.

always looking to leverage the best that

“Almost overnight, we had to switch w w w.e ne rgydi gi ta l. com

M C D E R M O T T I N T E R N AT I O N A L I N C

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“THE KEY IS UNDERSTANDING THE CUSTOMER’S DRIVERS” Mark Lowman, Vice President of Operations, McDermott w w w.e ne rgydi gi ta l. com

Make work life as great as real life Meet the expectations of today’s modern workforce by using intuitive, intelligent technology and automated workflows to deliver digital experiences that connect departments and help people do their best work.

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ServiceNow: driving digitalisation with McDermott Kevin Galloway, Director of Enterprise Sales, and Sunny Mahato, Advisory Solution, Consultant at ServiceNow discusses their firm’s partnership with McDermott.

ServiceNow is an industry leading SaaS provider, helping to make the world work better for people and has a mission to improve the overall employee experience.

ServiceNow has formed a key, strategic relationship with McDermott and helps the organisation with their digital strategy. Kevin Galloway is a Director of Enterprise Sales at ServiceNow. Having been with the company since February 2019, he has operated in the oil and gas industry over the past decade and has observed the rise of digital transformation first-hand. “Before McDermott brought in ServiceNow, they had a very manual process,” he explains. “If there was an issue, it would have to be passed around different employees until it reached the right person. With ServiceNow, we automate that process.” Sunny Mahato is an experienced technology leader with experience in strategic account software sales cycles, advanced enterprise software applications, business process optimisation, solution development and consultancy. He believes that ServiceNow’s solution is of significant value to McDermott as it streamlines the process considerably. “McDermott doesn’t have to worry about maintaining or managing the servers or having people go into the office to look after it. It’s all driven from the cloud.”

Prior to joining forces with ServiceNow, McDermott had no way of tracking inventory or streamlining their HR processes. Galloway believes that upon the beginning of the partnership with his organisation, the cost savings have been considerable. “McDermott went from 100% manual intervention and spreadsheets to now running our platform which they now use as ERP,” he says. “They track millions of dollars of assets automatically through our platform and their onboarding process has transformed from a manual process to a workflow which streamlines that process. Sometimes, people don’t realise

ServiceNow

the cost involved with some of these manual processes and the cost savings are in the millions.” Mahato affirms the importance of displaying a compassionate and understanding approach to customers and employees alike. “Our mission is all about showing compassion to not just employees but also our customers, particularly in the current challenging environment,” says Mahato.

“We want our employees and customers to know that we stand with them.”

Looking to the future, Galloway has a clear idea of the next stage of the partnership with McDermott. “As we continue to grow our relationship with McDermott, we want to begin to leverage AI into our platform and machine learning to help McDermott further automate their environment,” explains Galloway.

“The world is going more mobile, particularly because of COVID-19. Working from home isn’t going to go away so being a cloud-based mobile platform provider has become more important than ever. The ability to connect mobily and through an automated fashion is vital.” Mahato adds that he believes in an agile and lean approach in order to drive success in the market. “We’re hopeful we can continue to help McDermott with project management and introducing greater technology such as AI and ML,” adds Mahato. “It’s crucial to be as proactive as possible instead of reactive.”

M C D E R M O T T I N T E R N AT I O N A L I N C

108

from a normal office environment to

reassurance,” says Lowman. “We have

virtual working. Travel restrictions meant

fabrication operations where we have

that we haven’t been able to visit our

thousands of staff that work in close

customers face to face and as we’re a

proximity to one another and we need

global operation, travel was an essential

to be able to communicate and reassure

element to remain connected. COVID-

them, while ensuring they understand

19 has forced us to make the switch

the evolution post-COVID-19.” Despite

to online communications as well as

the unprecedented challenge of the

encouraged us to find innovative ways

coronavirus, McDermott managed to

of working together.” Lowman rec-

keep all sites fully operational glob-

ognised the importance of reassuring

ally. “From the beginning, our QMW

employees while undergoing significant

Fabrication operation on the Qingdao

disruption and change to everyday

coast, Shangdong province, Central

operations. “Our employees needed

China, was able to respond quickly and

OCTOBER 2020

E X E C U T I V E P R OF IL E :

Mark Lowman Title: Vice President of Operations Industry: Oil & Energy

Company: McDermott

Location: Texas, USA

Mark Lowman is an accomplished, highly resourceful Executive Management professional with a wealth of experience in managing multi-billion dollar construction projects in the Oil and Gas industry from inception to delivery.

Prior to his career in the oil and gas industry, Mark had a successful naval career moving from the ranks to Lieutenant Commander.

Mark has been with McDermott International Inc. for seven years in a variety of roles, including as the Director of Fabrication in Batam, Indonesia, Senior Director of Commercial Asia Pacific, and Vice President of Project Execution in both Asia Pacific and in Houston. Prior to McDermott, Mark held leadership positions at Technip Oceania Pty Ltd. Marks holds a Master of Business from Deakin University and has degrees in Nuclear Engineering, Naval Science and Operational Studies, from Britannia Royal Naval College and Royal Naval College Greenwich.

Mark has a proven track record leading global operations, building business and setting up operations in new geographical areas and countries. He is a results-driven business leader who creates shared vision and leads from the front, to build, empower and motivate multi-cultural, cross-functional teams to achieve goals.

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M C D E R M O T T I N T E R N AT I O N A L I N C

O N E MCDERMO T T WAY

Customers rely on McDermott to deliver certainty to some of the most complex projects, from concept to commissioning.

To help provide consistency and assurance of delivery, McDermott has established the “One McDermott Way” which means the same vision, values and processes are always observed.

110

OCTOBER 2020

“This particularly helped when we combined with CB&I as we put a huge amount of effort in working as coming together as one team,” says Lowman.

“McDermott has created an environment where employees are encouraged to engage and promote their ideas and we have a mantra to ‘take the lead.’”

Our Vision is One CLICK TO WATCH

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1:53

111 proactively by introducing control and

McDermott currently has a backlog

mitigation measures well in advance

of US$16bn worth of projects to execute

of Government restrictions,” explains

over the next few years. “This is a great

Lowman. “This has also been the case

position to be in, particularly at a time

for all our fabrication yards including

when market conditions are so uncer-

Dubai, Indonesia and Mexico, as well as

tain,” affirms Lowman. The projects

our project construction sites in the US

in question include BP Cassia – Cassia

and across the world.” McDermott took

C Greenfield and Gulf Coast Joint

the pandemic seriously from the outset

Ventures – MEG project. “In terms of BP

and quickly established global and local

Cassia, McDermott is undertaking the

area Crisis Management Teams. “We

procurement, construction and fabrica-

very quickly and efficiently developed

tion of a 7,250 MT topsides and a 3,400

procedures and processes to manage

MT four-legged jacket and piles. That

our response to the pandemic, but more

project is progressing well and our fabri-

importantly to keep our employees safe.”

cation yard in Mexico has remained open w w w.e ne rgydi gi ta l. com

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27,000 Tons delivered in 17 months

“WHEN I STARTED, DIGITALISATION WAS IN ITS INFANCY IN THE INDUSTRY” Mark Lowman, Vice President of Operations, McDermott

you can’t do it as a one- man band.

You need a series of experienced, industry professionals whom you can trust to build the team and empower them to align to the project goals.”

McDermott places considerable value on sustainability and has established several CSR initiatives. McDermott holds an Annual Batam International Golf Tournament which has been able to raise over US$1mn to fund the build-

during the pandemic and has responded

ing of orphanages in Batam Island in

with remarkable productivity,” explains

Indonesia, providing health kits to chil-

Lowman. “With the MEG project, we’re

dren, digging wells for a nearby island

fabricating large modules in two of our

and offering a range of other events.

global fabrication yards. The first mod-

“We have a series of sustainability goals

ules were delivered in early April and they

that we’ve been developing over time,”

are now in Texas where the construction

explains Lowman. “We like to engage

site is putting together and creating the

with the communities to ensure we

plant.” Despite the seismic shift in the

provide the support that is needed and

scale of projects, Lowman believes the

make sure that McDermott as a busi-

core foundations remain the same. “The

ness is conscious of the worldwide effort

key is understanding the customer’s

to reduce carbon footprint.” Those goals

drivers,” explains Lowman. “This will help

that Lowman mentioned centre around

execute the project successfully and

developing sustainable solutions that

provide a level of assurance to the cus-

support energy transition, contribut-

tomer. As a project director, I would want

ing to sustainable growth, reducing

to build a project management team with

operational environmental footprint and

a high-level of experience. With some of

promoting workplace and community

these larger multi-billion dollar projects,

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M C D E R M O T T I N T E R N AT I O N A L I N C

developing natural gas power technology that produces low cost electricity while providing zero carbon emissions with NET Power, Lowman says that McDermott remains well placed to keep sustainability at the fore. “Everyone understands that climate change is an area that needs to be considered in planning,” he says. “Clean Fuels and NET Power have generated interests and we’re still providing customers with the opportunity to become engaged.”

Lowman recognises the importance 114

of partnerships and believes developing key, strategic business relationships are vital to success in the oil and gas industry.

“Due to the sheer size of some of the projects, it means that you have to share the risk and one partner may have a higher level of expertise in a particular area

“DIGITAL DISRUPTION IS VERY LIKELY TO UPEND THE WAY WE OPERATE”

than another,” he explains. “However,

Mark Lowman, Vice President of Operations, McDermott

as particularly important. “We’ve been

OCTOBER 2020

by working together, this allows for more confidence in delivery and we rely on partners and vendors across the globe.” Lowman points to McDermott’s relationship with Baker Hughes and ABB working together on Subsea production solutions in conjunction with Subsea

115

umbilical rises and flow lines (SURF)

Onshore and Offshore business and

and by collaborating we’ve been able

is extremely supportive. They’re also

to offer solutions to the market that can

involved in some of our management

deliver savings to the customer that are

discussions with customers in terms of

potentially in the millions,” says Lowman.

providing the best lower cost solutions

“ABB is a great supporting company

that the customer is always looking for.

that provides technical solutions to help

The relationship is really built on aligned

us position ourselves to win work. ABB

goals and the ability to communicate

offers switchboard equipment for our

and work together effectively.” w w w.e ne rgydi gi ta l. com

M C D E R M O T T I N T E R N AT I O N A L I N C

Striving to make the world better, for everyone To help solve the biggest flow-control challenges, customers worldwide rely on the product brands, engineering, project management and service expertise of Flowserve.

We help our customers lower operating costs, optimize performance, prolong equipment life, mitigate risks and drive higher productivity.

“I BELIEVE WE WILL EVOLVE AND BECOME A DIFFERENT KIND OF COMPANY, BUT WE WILL ALWAYS BE HERE TO DELIVER PROJECTS TO OUR CUSTOMERS” Mark Lowman, Vice President of Operations, McDermott 117 Having been around for almost 100

the forefront of technology and the

years, McDermott has significantly

ability to continue to offer project

evolved over the years. Following the

concepts to final delivery to our

merger of McDermott and CB&I in

customers both upstream and down-

2018, the organisation has matured

stream from Petrochemical and LNG

into a company that has a presence

plants, Storage Tanks and Offshore

both Onshore and Offshore. “Despite

and Subsea. I believe we will evolve

the challenges, we’ve adjusted and

and become a different kind of com-

grown,” affirms Lowman. “We con-

pany, but we will always be here to

tinue to be a company that prides

deliver projects to our customers.”

itself on technology-led solutions and we have secured a partnership with Lummus Technology for the longer term. This relationship will enable McDermott to remain at w w w.e ne rgydi gi ta l. com

118

NORDEX GROUP:

DIGITAL TRANSFORMATION

IN ENERGY WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

TOM VENTURO

OCTOBER 2020

119

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NORDEX GROUP

John McComas, Head of Project Management at Nordex North America, discusses the impact of digital transformation in the energy space amidst the launch of a new wind turbine platform

A

s one of the world’s largest wind turbine manufacturers, Nordex Group provides high-yield, cost-efficient wind turbines

under the Acciona Windpower and Nordex brands.

Nordex has production facilities in Germany, Spain, Brazil, the US, Argentina, Mexico and India 120

and produces nacelles, hubs, rotor blades and concrete towers across its offices in 25 countries.

Following its acquisition of Acciona Windpower in 2016, Nordex became a major player in the energy space.

John McComas is Head of Project Management at Nordex North America. Having originally joined Acciona Windpower North America in August 2007 as a Supply Chain Analyst, McComas worked in several different positions before moving into his current role in May 2017. Having achieved considerable success over the past few years, McComas points to his company’s product line as a driving factor. “Our product line between the Nordex and Acciona turbines is flexible, cost effective, and client driven,” explains McComas. We’re not afraid of entering into markets where other organisations feel uncomfortable.”

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NORDEX GROUP

“ WE CAN’T HAVE JUST ONE WAY OF DOING THINGS ACROSS A DIVERSE RANGE OF MARKETS. IT’S IMPORTANT THAT WE ADAPT TO WHAT THE REQUIREMENTS ARE” — John McComas, Head of Project Management, Nordex North America

A key area of priority to McComas is the company’s client approach.

“We have an approach with our clients which is quite the opposite of ‘take it or leave it’,” he says. “It’s about trying to foster a relationship

122

and learn what the constraints, challenges and economic model inputs are in order for the projects to be successful.” Having worked in several different markets, McComas acknowledges that every individual sector has its own unique challenges.

“What makes us successful is our approach,” he explains.

“We can’t have just one way of doing things across a diverse range of markets. It’s important that we adapt to what the requirements are.”

Another important area of focus to McComas is the introduction of new technology. He understands the growing impact digitalisation is OCTOBER 2020

Delta4000 Series Start: N149/5X & N163/5X (ENG) CLICK TO WATCH

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123 having on the energy industry and

Since its purchase of Acciona

beyond. “Digital transformation

Windpower in 2016, there has been

is one of the biggest opportunities

a noticeable shift in operations.

facing most markets at the moment,”

“Acciona Windpower product technol-

says McComas. “We used to spend

ogy was typically deployed in large

lots of time and effort collecting,

wind farms cost of energy focused

analyzing and correcting information

markets, in comparison to the Nordex

and data that came to us from paper-

technology which was deployed at

based sources. We’re flooded by

smaller wind farms in Europe that

the onset of tools, techniques, pro-

had specific requirements,” says

cesses and data, so it’s important

McComas. “Those requirements

that we use it in the right way. With

were prevalent primarily in Germany,

increased efficiency comes the

Scandinavia and the UK and that

opportunity to be safer, more quality

technology was very successful

centered, and strategic.

in those markets. However, since the w w w.e ne rgydi gi ta l. com

NORDEX GROUP

124

“ DIGITAL TRANSFORMATION IS ONE OF THE BIGGEST OPPORTUNITIES FACING MOST MARKETS AT THE MOMENT” — John McComas, Head of Project Management, Nordex North America

to launch a turbine platform with

merge a few years ago, we have put

strategy. The Delta4000 turbine

in considerable effort to combine that

adapts to the grid operators’ individ-

technology into one platform.”

ual needs, local wind conditions as

a flexible rating as part of its core design philosophy and operation

That platform is the Delta4000. The

well as noise constraints. Through

Nordex Group was the first company

the platform, the Nordex Group relies

OCTOBER 2020

on tried-and-tested series production

to create a platform that best serves

technology. The primary aim is to

the needs of our clients,” explains

reduce the cost of energy by design-

McComas. “This product line is a sig-

ing turbines which provide much

nal to the marketplace that the merger

higher yields from any given site. Its

between both organisations has been

Delta 4000 portfolio demonstrates

finalised and our recent commercial

the N155/4.5, N133/4.8, N149/5.X

success with it proved that we are

and N163/5.X wind turbines.

here to stay.”

McComas believes that the new

McComas believes in the value of

platform delivers a clear message

partnerships. Nordex has established

to the marketplace. “What we set out

key, strategic relationships with Appia

to do was take the best parts from

Wind Services, DSV Air & Sea and

both the Nordex and Acciona plat-

ATS, in addition to collaborations with

forms and merge them together

global energy leaders such as Engie,

E XE CU T I VE PRO FI LE

John McComas John McComas is a results-orientated, strategic and bi-lingual manager with experience in a range of wind farm supply and construction. McComas has a verifiable track record in four different countries for the successful completion of utility scale projects ranging from 45 to 304.5MWs. He manages site teams, maintaining the site P&L and creating positive working relationships with colleagues, contractors, suppliers and clients. He has been in his current position since May 2017. w w w.e ne rgydi gi ta l. com

125

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1985

Year founded

6,800 Number of employees

127

Announcing N163/5X CLICK TO WATCH

|

0:32

w w w.e ne rgydi gi ta l. com

NORDEX GROUP

WIND PROJECT SERVICES

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Enel, Duke, Acciona Energy, and others “We want to work hand in hand with our clients in order to generate collaborative solutions,” he says.

“It’s important that we meet our commitments and ensure that we’re transparent and are working together in a collaborative manner to resolve issues. We understand that if we make a mistake then being open and honest is essential. We don’t try and hide; we strive to learn from our mistakes. Being open and honest with 129

NXG Service Technicians EN V1 CLICK TO WATCH

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0:28

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NORDEX GROUP

“ Being open and honest with every partnership is essential and if we want to foster long-term growth, we understand we have to work collaboratively and transparently”

130

— John McComas, Head of Project Management, Nordex North America

OCTOBER 2020

every partnership is essential and if we want to foster long-term growth, we understand we have to work collaboratively and transparently.”

With the future in mind, McComas has a vision of where he expects Nordex to be over the next few years.

“We’ve almost doubled the growth of the overall organisation in just a few years and we aim to continue in that vein,” he says. “Moving forward, our plan is to focus on the execution of our commitments and make sure we deliver on the projects that we’re undertaking.” McComas also harbours ambitions of transforming The Nordex Group to being considered a leader in wind turbine supply construction and commissioning. “It’s a pivotal year for us,” summarises McComas.

“We’ve already established ourselves as a top tier supplier globally for wind turbines and we want to continue to scale.”

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131

132

SSE Energy Services: Digital transformation to deliver next-gen services at pace WRITTEN BY

WILL GIRLING PRODUCED BY

LEWIS VAUGHAN

OCTOBER 2020

133

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SSE ENERGY SERVICES

Philip Clayson, CIO, explains how SSE Energy Services’ transformation is leading to a digital revolution that will benefit customers directly

S

SE Energy Services has distinguished itself in the energy industry via its pioneering attitude, which saw bold

investments in core services, home repair services, broadband, and has one of the highest customer satisfaction ratings in the sector, where strong, 134

customer-centric business ethics ensure the company’s competitiveness in the market.

In 2019, Bristol-based energy supplier OVO Energy acquired SSE Energy Services, a move which accelerated OVO’s ‘Plan Zero’ sustainability strategy to tackle the most important issue of our time; the climate crisis, by bringing customers with us on the journey towards zero carbon living. OVO Energy has committed to being a net zero carbon business and achieve bold science-based carbon reduction targets by 2030, while helping members halve their carbon footprint at the same time.

The acquisition was significant, states Philip Clayson, Chief Information Officer, because with new ownership came an entirely different and exciting way of operating. Clayson’s expertise and skill in his field is apparent from an impressive career, OCTOBER 2020

1998

Year founded

9,000 Number of employees

135

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1:59

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SSE ENERGY SERVICES

Digital transformation CLICK TO WATCH

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1:36

136 including executive-level positions with

that the two companies have a history

some of the largest UK and international

that reaches back to 2004, a relation-

brands. One thing that has character-

ship which has continued to develop

ised his approach in each role has been

ever since. “In 2019, we were selected

fast-paced, visionary leadership: “I’m

by SSE Energy Services as one of its

not a steady-state CIO; I’m a transfor-

partners for a digital implementation

mational CIO. It’s what I do.” Recognised

project with Pegasystems,” Khergamkar

as ‘Transformation Leader of the Year’

explains. Infosys provided DevOps and

at the 2019 Tech Leaders Awards and

security monitoring services for SSE

also a finalist for ‘CIO of the Year’, it is

Energy Services’ collaboration with

with this inspiring attitude that Clayson

Pega, a telco helping to transform the

has been spearheading the company’s

company’s customer service experi-

digital evolution since mid-2019.

ence. “As I look at the partnership

Chirag Khergamkar, Client Partner to SSE Energy Services at Infosys, says OCTOBER 2020

today, it is about being closer and more strategic to SSE Energy Services

by jointly exploring where we can make a big difference.”

Whilst the objective of digital transformation is relatively commonplace

E X E C U T I V E P R OF IL E :

Philip Clayson Title: CIO Location: London, UK

in contemporary enterprise strategy, Clayson highlights that the OVO acquisition has given SSE Energy Services an edge that few of its competitors share. ““OVO is another magnitude of speed: it’s an incredibly agile, nimble business”, and Clayson’s fresh attitude compliments what both companies already share: a dedication to best-inclass services, high-quality customer

Phliip Clayson is an award winning transformational CIO, passionate about inspiring technology teams to engage with pace to create, implement and operationalise transformational strategy, in business critical, time and cost sensitive environments. Having delivered all aspects of technology transformation from growth and investment planning, M&A (acquiring, divesting, on both buy and sell side) and completed international product and service launches as well as rationalisation and recovery turnarounds, Philip has delivered transformation in both startups and where legacy technology underpins an existing business. Philip has operated across pre-IPO, VC and PE funded, private and public organisations and across sectors including Telco, Energy, Utilities, Broadcast and Media, in both B2C and B2B. w w w.e ne rgydi gi ta l. com

137

BECOME A SELF-HEALING, SUSTAINABLE AND ADAPTING LIVE ENTERPRISE Experience

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On the one hand, your utilities enterprise needs to maintain a smart grid network that provides reliable service. On the other, your consumers expect clean energy, customized service and cost-effective tariff plans.

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You need to strike a balance by navigating business challenges and opportunities by harnessing digital technologies to ‘Navigate the Future of Energy’.

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Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With over three decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.

Infosys Utilities practice has been partnering with Utilities across the globe for over two decades, modernizing and transforming Utilities ability to meet and exceed the evolving needs of a customer while being ever resilient. The opportunity before a Utility today is to transform into a responsive enterprise–soaking up a real time data, analyzing it and publishing actionable insights to the right decision-makers.

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Infosys helps water, gas and power utilities adopt digital technology with its two pronged strategy: Industrialize for Efficiency, Agility, Safety & Resilience Digitize for newer business models with Customer, Grid and Workforce Our offerings for the Utilities industry are based on a few fundamental questions:  How are Utilities deriving better analytics and insights around Customer, Grid and Workforce for planning, and operations?  How can Utilities achieve Omni-channel and personalized experience across stakeholders?  Are Utilities leveraging newer business models and advanced technologies to transform Work, Workforce and Workplace?

 How are Utilities accelerating adoption of ERP, and other business critical systems with Cloud and Automation?  How can Utilities make IT/OT systems and operations more efficient, resilient and secure?

It all eventually translates to leveraging the convergence of information and operational technologies. Real-time data integration facilitates advanced analytics – from predictive maintenance of legacy infrastructure to predictive modeling for load management.

Technology enables a utility to reinvent itself to be a Live Enterprise–learning, adapting, healing, and growing smarter in real-time.

You need to strike a balance by navigating business challenges and opportunities by harnessing digital technologies to ‘Navigate the Future of Energy’

Visit www.infosys.com to see how Infosys can help your enterprise navigate your next.

Contact: askus@infosys.com

© 2020 Infosys Limited, Bengaluru, India.

SSE ENERGY SERVICES

“ Being part of the OVO family is another magnitude of speed: it’s an incredibly agile, nimble business” — Philip Clayson, CIO, SSE Energy Services

140

service and outstanding products.

data journey, combining the insights

Additionally, recognising that cus-

of multiple departments and teams to

tomer preferences for digital journeys

discover the best method of leveraging

have increased in recent years, the

enterprise data and unlocking its value.

expansion of self-service capabili-

This accelerated R&D capability will

ties for apps and websites has been a

see it build on current success within

central focus for SSE Energy Services.

the smart home and smart utility sec-

With downloads of the ‘My SSE’ app

tor. These are concepts being explored

gaining speed and very positive con-

by the company as it seeks to deliver

sumer reviews (currently 4.6/5 on the

savings, efficiency and a next-gen expe-

app store), Clayson is confident that

rience to its customers. “There are big

the appropriate level of developmental

investments coming into electric vehi-

pace is being set. Simultaneously, the

cles: charging points on the streets and

company has embarked on a digital

much more engagement with all sorts

OCTOBER 2020

Digital Smart technologies CLICK TO WATCH

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1:14

141

of home-related energy-saving devices,”

contributor to the grid rather than simply

informs Clayson. “It will include joining

a user of the grid.”

up the ecosystem including solar panels,

Focusing on the future of the indus-

ground pumps and more. It’s a cohesive

try calls into question the concept of

carbon reduction agenda; the smart

the ‘new normal’ - how workplaces

meter is just the beginning.” Distributed

will operate post-COVID-19 - and how

energy management, in particular,

SSE Energy Services will adapt to the

holds very exciting possibilities: a future

challenges therein. When the business

where all electrical appliances are con-

community collectively realised that

nected to the grid to maximise energy

prior paradigms for working had to be

efficiency by eliminating excess and

discarded in order to ensure continu-

channelling power to where it is most

ity, Clayson states that the creativity

needed. Clayson confirms “The technol-

afforded to the IT sector was refreshing

ogy exists to make every household a

and invigorating. “The amount of remote w w w.e ne rgydi gi ta l. com

SSE ENERGY SERVICES

“ Being a proper partner means blurring the line between one organisation and another. Infosys is exceptional at providing this next level cooperation” — Philip Clayson, CIO, SSE Energy Services

142

OCTOBER 2020

working we now do and our usage of video conferencing technology has been a massive change.” Customercentricity is, of course, something that will not change for SSE Energy Services, whatever the business landscape shapes up to be. When asked what he considers to be the company’s greatest accomplishment, Clayson has no hesitation in identifying SSE Energy Services’ enduring acclaim amongst its customers. An appreciation which is unquestionably reciprocated, SSE Energy Services has been able to give back to its customers via OVO’s £50mn Coronavirus Hardship Scheme – an initiative to help members who’ve been impacted by COVID-19 the most.

The digital future looks positive for SSE Energy Services. With the company’s agility and innovative, forward-thinking approach augmented by the latest digital tech, SSE Energy Services looks set to deliver solutions to customers at a new, unprecedented pace. “I like pace: people understand it.

Delivering at pace is what it’s all about.

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143

144

Eliminating waste through recycling and technology WRITTEN BY

WILL GIRLING PRODUCED BY

GLEN WHITE

OCTOBER 2020

145

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TERRACYCLE

Béla Domokos, CIO of TerraCycle, discusses the importance of an agile tech infrastructure in order to fulfil the company’s goal of a circular economy

A

side from COVID-19, sustainability is arguably one of the foremost business challenges being grappled with across

industry segments. Founded in 2001, TerraCycle was established to deal with a singular problem in a focused way: the elimination of the world’s 146

waste. Now operating in 21 countries around the world, the company offers a range of simple platforms to facilitate recycling and lead the global shift towards a more eco-friendly incarnation of the customer’s shopping experience, with particular attention paid to the removal of single-use packaging. As global enterprise reorients itself in order to meet the ‘green’ expectations of modern consumers, TerraCycle will play an important role in transforming inefficient linear systems to fully circular economies.

Speaking to us from an office building decorated in colourfully upcycled materials – old vinyl records arranged as hanging decorations, coats and old maps forming pictures on the walls – Béla Domokos, Chief Information Officer (CIO), makes

OCTOBER 2020

147

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TERRACYCLE

“ Every person at TerraCycle, no matter where they are on the ladder, has the chance to make an impact” — Béla Domokos, CIO, TerraCycle

where they are on the ladder, has the chance to make an impact. In other companies that’s often not a possibil-

148

it immediately clear that TerraCycle

ity.” He goes on to say that corporate

practices what it preaches. Coming

flexibility and the spirit of recognising

from a diverse background of experi-

those who demonstrate the capability

ence, including roles at GE Digital and

for innovation is something he actively

ALDI, Domokos states that, from a

encourages in his leadership: “The

technological standpoint, his progres-

idea of meritocracy and people being

sion to TerraCycle was in recognition

evaluated based purely on the quality

that it was a company within which he

of their work and not necessarily the

could make a significant difference.

time that they spend on it, I think,

“I felt that, because of its structure,

is getting more attention and is more

every person at TerraCycle, no matter

relevant than ever.”

This refocus on leadership became even more important when Domokos took on the CIO role in late 2018 and sought to enhance its scope across TerraCycle’s operations. Recognising

OCTOBER 2020

What are the future goals for Terracycle?

CLICK TO WATCH

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149 THAT systems and processes are

on its portfolio, the company has

constantly changing and evolving

gone on to strike more favourable

in the IT world, he set about making

deals than ever before. Part of the

the presence of technology and its

company’s agility stems from shifting

importance felt more deeply within

standards within the IT sector which

the company. “There was a need for

favour moving away from in-house

my direct reports to be included in a

designed applications and refocus-

lot more conversations,” he explains.

ing on using best-in-class tech from

“Making sure that IT-related vendor

third parties. Domokos states that the

management was handled within the

laborious task of developing software

department, for example. TerraCycle

for warehouse management, logistics,

grew from a small company that was

accounting, service management and

super nimble and could pivot quickly;

other everyday functions can now be

that’s something we want to con-

easily handled by outsourcing to cloud

tinue.” Now with a stronger grasp

providers like Amazon Web Services w w w.e ne rgydi gi ta l. com

(AWS). Summarising his philosophy,

and removing those items which don’t

he says, “We don’t build our own app

contribute to the cycle of ‘reduce,

server; we purchase one that meets

recycle, reuse’. Circular economics

our needs. If we later want to pivot to

doesn’t just make good ecological sense,

something else, TerraCycle can just

it also makes profound business

cancel the subscription.”

sense too, as Domokos expands upon.

TerraCycle’s objective is a large-

“TerraCycle partners with brands like

scale transition within the philosophy

Unilever, PepsiCo or Coca-Cola and

of global business – training industries

then we launch a campaign to col-

to no longer think about resources

lect a specific waste stream, such as

in terms of ‘product’ and ‘waste’, but

toothpaste tubes, diapers, chips bags

instead finding a use for everything

or drink cans. We guarantee that we 151

E X E C U T I V E P R O FILE :

Béla Domokos Title: Chief Information Officer

Company: TerraCycle

Industry: Environmental Services

Location: Hungary

Béla Domokos is the Chief Information Officer of TerraCycle.

His areas of emphasis are transformation management (both on the IT organisation’s and the company level), adopting new technologies and overseeing new product launches.

In his first year in the role he has reshaped the IT department to make sure it continues to support the company’s rapid growth. That meant focusing on scalability and structural stability of both systems and IT processes.

Before joining TerraCycle, Béla was an IT Manager at ALDI. Prior to that he held roles at GE Capital and GE Digital. w w w.e ne rgydi gi ta l. com

TERRACYCLE

152

OCTOBER 2020

153

“ There’s so much more excitement ahead” — Béla Domokos, CIO, TerraCycle

w w w.e ne rgydi gi ta l. com

TERRACYCLE

2001

Year founded

$44.m+

Money for charity raised in US dollars

350

Number of employees 154 are going to recycle this collected material, which in turn generates new material.” It is through these measures that the company reduces the need for items such as single-use virgin plastic. Successful campaigns launched by TerraCycle include one for Walmart collecting children’s car

he claims that despite COVID-19-

seats, an effort which simultaneously

related disruptions the company will

recycled disused items and generated

still make a profit at the end of the

more foot traffic for the company,

year. However, he is quick to point

says Domokos.

out that success often comes with its

Perhaps one of the most exciting

own challenges and states that the

aspects of these projects has been

company’s tech infrastructure is in the

the accelerated growth which

process of being upgraded, particu-

TerraCycle has experienced. In fact,

larly its CRM (customer relationship

OCTOBER 2020

155

management) software. “New work-

the latest tech trends – trends which

flows need to be set up to make sure

will not only determine the direction

that recently hired staff can pick up

of the business but also sustainability

the pace as fast as possible. With

generally. “Business intelligence (BI)

more organisations wanting to get

is going to be a big one: making sure

involved in our collection programs,

that we understand the data that we

we now have the foundation for further

deal with. I think the whole sustain-

growth.” Moreover, Domokos is keen

ability space is more aware that data

to keep TerraCycle up-to-date with

can be used for all kinds of things: w w w.e ne rgydi gi ta l. com

TerraCycle’s approach to software and sustainability CLICK TO WATCH

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4:17

157 how waste is moving around, how it

have been used, customers can then

should get collected and what we can

place them back inside the Tote and

do differently.”

schedule a free pick up at a time con-

This brings him to TerraCycle’s inno-

venient for them. The company then

vative ecommerce platform, Loop. A

empties and cleans the packaging

recognisable online retail experience

ready for reuse. The endeavour shares

with a twist, Loop provides customers

a similar philosophy to TerraCycle’s

with their favourite leading brands in a

other offerings, such as its variably-

sustainably reimagined form exclusively

sized Zero Waste Box, which allows

available through the site. Waste-

customers to fill it up with almost any

free products are then delivered to

kind of waste (domestic or business-

their doorstep in a Loop Tote bag

related) and return to the company

specifically manufactured to replace

for repurposing. “We don’t have many

single-use bubble wrap, cardboard

competitors in this space, so there

boxes and ice packs. Once the products

isn’t an industry standard for how w w w.e ne rgydi gi ta l. com

TERRACYCLE

PA RT N E R S

One of TerraCycle’s partners that Domokos singles out for special praise is obo.Agency, a digital transformation company specialising in designing processes, custom technology stacks and smart marketing campaigns designed to optimise a business’ sales and marketing ROI. 158

“obo.Agency is one of our integrated partners; it guides us through the thought process of which solution or software option would best meet our needs. obo helps facilitate the conversation to make sure that our sales process is scalable. It’s not just about the tool, it’s about how our sales process operates: how we track, how we report and how we catalogue.

They help us with all of these things and more.”

to do these things; the company is very unique,” Domokos proudly states.

“We have so many ideas because we’re also trying to make sustainability easily accessible, painless and fun for everyone,” he adds. He hopes that one day BI capabilities will marry with e-commerce platforms like Loop to help people make sustainable life choices easier. As the business continues to grow and data streams become larger, leveraging advanced automation

OCTOBER 2020

159

“ TerraCycle grew from a small company that was super nimble and could pivot quickly; that’s something we want to continue” — Béla Domokos, CIO, TerraCycle

such as artificial intelligence (AI) or machine learning (ML) would become necessary. Although such an application has yet to be realised, the potential is highly exciting for the sector. “If you understand the data that’s moving in your systems and your business, you can serve people better.

Hypothetically, if someone decided to go vegan for the purposes of sustainability, we could create a list for them of all the products that they’d need.” w w w.e ne rgydi gi ta l. com

TERRACYCLE

160

Terracycle’s goal between now and 2021 CLICK TO WATCH

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“ I think the whole sustainability space is more aware that data can be used for all kinds of things: how waste is moving around, how it should get collected and what we can do differently” — Béla Domokos, CIO, TerraCycle seem indicative that TerraCycle’s tech infrastructure is ready for the ‘new normal’ and Loop expansions delayed for Whilst the COVID-19 pandemic

2020, such as the UK, Canada, Japan

has made 2020 a strange year for

and Germany, are now prepared for end

TerraCycle, Domokos is positive that

of 2020, early 2021. “Loop US is pro-

the success it has achieved despite

jected to be profitable by the end of this

disruption is auspicious for 2021. With

year,” Domokos concludes, “there’s so

the CRM software transition expected

much more excitement ahead: improving

to be completed before the end of the

the IT team, the business structure,

year, cybersecurity augmentations to

adding new roles and staying in-tune

adapt to more data-focused operations

with the evolving needs of the industry.”

(GDPR in Europe and CCPA in the US) and plenty of ambition driving the development of Loop, the company looks set to fly out of the gates come January.

Successful remote working practices w w w.e ne rgydi gi ta l. com

161

AB InBev: Procurement and Sustainability Strategy in Africa WRITTEN BY

162

MARCUS LAWRENCE PRODUCED BY

RYAN HALL

OCTOBER 2020

163

www.e ne rgydi gi ta l. com

ANHEUSER-BUSCH INBEV AFRICA

AB InBev harbours significant sustainability goals and is aiming to create a “company to last” through its green approach and initiatives

A

nheuser-Busch InBev (AB InBev) is “building a company to last”, and this claim has historically been backed by its

strong consciousness of the environment and supply chain ethics. As procurement and sustainability have become more central to many businesses’ operations worldwide, so too has 164

their inextricable relationship. AB InBev is one company whose sustainability-driven business ethos hasn’t been born during this new era of climate consciousness; instead, it has been supercharged by it.

The realisation of the company’s 2025 Sustainability Goals, informed by reflection on the United Nations’ 17 Sustainable Development Goals (SDGs), relies on the strength of AB InBev’s procurement function in environmental and economic ethics, and in developing robust supply chains that ensure smooth business operations whilst having a positive impact on communities and the natural world. Across its global operations, AB InBev serves and operates in territories across the market readiness spectrum. At AB

OCTOBER 2020

165

www.e ne rgydi gi ta l. com

ANHEUSER-BUSCH INBEV AFRICA

2008

Year founded

$52.3 bn Revenue in US dollars (2019)

breweries and charge an incoming fleet of EV trucks, as an example, there are particular challenges in the Tanzanian market. The breweries in Tanzania, from the facility in the densely populated Dar Es Salaam to the spaciously located one in Mbeya, lack the support structures capable of sustaining large solar panel arrays on their rooftops. In

170,000+ 166

Number of employees

Mbeya, this can be rectified by using a ground-level solar field in the area around the brewery but, in Dar Es Salaam, space limitations and the risk of flooding close off the possibility of

InBev Africa, a microcosm of that spectrum can be seen across the continent’s markets, and rising to the strategic dynamism needed for this environment is a core focus of procurement.

AB InBev Africa alignment with the 2025 Sustainability Goals necessitates a region-specific approach to partnering for large-scale projects but, in some African markets, in-country expertise at the standard required can be challenging to source.

Using the company’s on-site solar power objectives, namely installing panels at sites to power both the OCTOBER 2020

© Hideki Machida - cleantechnica.com

Ricardo Tadeu, Africa Zone President at AB InBev CLICK TO WATCH

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167 developing a local solar field, meaning technology must catch up with the needs of the Dar Es Salaam plant.

This desire to run independently of the grid is compounded by the company’s wider emissions reduction targets, with electric vehicles (EVs) set to replace fleets around the world.

AB InBev Africa currently has one operational EV truck in its fleet, but its size limits it to journeys between its facilities and its smaller suppliers and customers. However, in the long-term, AB InBev aims to get a larger vehicle that can be used for the bigger bulk www.e ne rgydi gi ta l. com

PIONEERING AFRICA’S SOLUTIONS TO CHEAPER, GREENER ELECTRICITY FOR BUSINESSES CrossBoundary Energy pioneered the Solar-As-A-Service model in Africa, which is now enabling businesses across the continent to enjoy cheaper, cleaner power with no upfront cost or technical risk. Customers just sign an agreement to purchase solar electricity and we provide 100% financing, installation, and all-inclusive maintenance.You only pay for the power produced. In fact, if it doesn’t produce, we’ll pay you.

CBE owns the largest portfolio of commercial & industrial solar solutions in Africa with our customers, including Unilever, Diageo, Coca-Cola Bottling, Heineken, Actis and many leading local companies. If you’re interested in receiving more information or to schedule a site visit and presentation, please contact us via the details below.

Become a part of the movement and switch your company to cheaper, cleaner power today by completing this form and sending it to James Shoetan projects@crossboundary.com. We’ll respond within one week to get you started.

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CONTACT US

S

ANHEUSER-BUSCH INBEV AFRICA

D I D Y O U K N O W?

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• AB InBev’s 2025 Sustainability Goals are split into five key pillars: Smart Agriculture, Water Stewardship, Circular Packaging, Climate Action, and Smart Drinking.

• Smart Agriculture – ensuring farming practices are powered by the latest technology and strategies to maximise yield, minimise spend, and mitigate environmental disruption.

• Water Stewardship – exploring novel methods to cut water usage and waste across operations.

• Circular Packaging – developing packaging that can be reused and recycled, as well as supporting the infrastructure that is vital to OCTOBER 2020

both encouraging and enabling consumers to return packaging to the manufacturing ecosystem wherever possible.

• Climate Action – working to cut greenhouse gas emissions across operations by deploying new energy technologies, developing on-site electricity generation solutions, optimising waste management, and optimising logistics operations to lower fuel consumption and switch to greener alternatives.

• Smart Drinking – fostering healthy attitudes to alcohol consumption across the breadth of AB InBev’s employees, partners, and customers.

deliveries to its key customers. The

efficiency, and a new fleet of LNG-

organisation’s overall aim is to source

fueled forklifts has been deployed

less fuel from an organisational point

across its continental operations. The

of view across Africa and reduce its

trial has been successful, with its LNG

carbon footprint in Africa.

forklift performing at 100% the same

Electricity, and the infrastructure to produce and use it sustainably, are

as a diesel equivalent.

Having signed a contract with

not the only solutions that AB InBev

Tetra4, 50% of its fleet has been

is deploying for its procurement

converted to LNG, resulting in a 15%

operations in Africa. Its plants, where

CO2 emissions reduction. Forklifts,

necessary, have been relaid to accom-

being nimble and easy to move in and

modate its forklift trucks for maximum

out of facilities, represent a far more 171

www.e ne rgydi gi ta l. com

ANHEUSER-BUSCH INBEV AFRICA

172

efficient method of transporting loads

higher performance at smaller sizes

around sites than trucks, and LNG

and weights, will be closely watched

itself is easier to store and more dif-

as solutions to energy demands

ficult to spill than diesel. Another key

around AB InBev’s African breweries

advantage over electric units is that

are addressed.

LNG forklifts do not require sizable

The fact remains that, owing to the

batteries and space to store them.

challenges of infrastructure, expertise,

The lifespan of the batteries would

and market readiness, developing

also be an unwelcome additional

sustainable procurement operations

variable, particularly as solutions

in African markets via locally sourced

to the company’s on-site solar ambi-

solutions is a considerable challenge.

tions are still a work in progress.

In order to rise to it, AB InBev has

Battery technology’s incremental

sought to solidify its supply chain

advances, namely in delivering

through a mentorship programme

OCTOBER 2020

173

for both its suppliers and customers.

capabilities and explaining the value

By developing their skills in business

that expanding those capabilities will

management, and coaching through

have for business growth, they are

operations, AB InBev works to grow

encouraged to seek the investment

the business of its suppliers and cus-

required to diversify their offer-

tomers to increase their capability

ings. In effect, AB InBev creates the

whilst boosting their own profitability.

partners it needs, and the partners’

This approach reaps dividends, with

success in the market is positioned to

more competitive and financially

grow simultaneously.

stable links in the supply chain opening up new possibilities for improved business and more efficient operations. By approaching suppliers with propositions beyond their current www.e ne rgydi gi ta l. com

174

SAP Cloud for Utilities: an integrated industry solution WRITTEN BY

WILLIAM SMITH

OCTOBER 2020

PRODUCED BY

BEN MALTBY

175

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SAP

How SAP’s Cloud for Utilities solution portfolio can unlock new possibilities in a rapidly evolving market

S

AP Cloud for Utilities (C4U) is a pioneering new end-to-end portfolio of solutions from SAP, intended for use in the Lead-

to-Cash process employed by utilities companies.

Three individuals from the wider SAP organisation are guiding its market introduction. Klaus Lohnert 176

is programme director and the overall lead of the project. Mateu Munar, Senior Director, Industry Business Unit Utilities and Stefan Engelhardt, Global VP Go-To-Market Strategy Industry Business Unit Utilities, are also part of the C4U leadership team and in charge of the solution management for SAP’s Utilities portfolio. “As part of that team,” Munar explains, “I have the role of the go-to-market lead for the new SAP Cloud for Utilities suite.”

Engelhardt adds: “We are the solution owner for the complete business suite. In my role, I particularly support the C4U leadership board from a strategic perspective, as well as Mateu and the team with our go-to-market activities.”

In terms of overall structure, Lohnert explains that “we have four streams. There is the

OCTOBER 2020

177

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SAP

“ What’s happening at the moment is a tremendous infrastructure programme, going from a centralised to a decentralised system”

development stream, where we develop the solutions. Then we have the go-to-market stream, in which Mateu and Stefan are allocated.

Operations, because this is a cloud solution which we are operating, and the final part is the transition service we offer to make implementing the solution easier for our customers.”

The complexity of the behind the

Klaus Lohnert, Program Director SAP Cloud for Utilities, SAP 178

scenes structure reveals the ambition of the solution. Comprising a portfolio of solutions useful to the utilities industry, SAP C4U supports products from

E X E C U T I V E P R OF IL E :

Klaus Lohnert Title: Program Director

Company: SAP Cloud

Klaus Lohnert is Program Director SAP Cloud for Utilities.

He has over 20 years of international experience in the utilities industry and management consulting. His passions are for empowering business leaders to optimise the value of their businesses through best-in-class, forward looking processes, organisations and solutions, as well as providing customers guided access to innovations to get ahead of competition and help them to achieve the desired business outcomes of their business transformations.

OCTOBER 2020

SAP Analytics Cloud: Embed Your Analytical Insights Into a Web Application CLICK TO WATCH

|

4:21

179 modelling through to the market, as

terms of reducing costs and adoption

well as demand prediction, monitoring

time.” Engelhardt adds that the offer-

of customer behaviour, managing bill-

ing is flexible to the specific needs

ing, customer service and adherence

of customers. “The architecture is

to regulations. “It’s a suite that covers

modular,” he says, “so we leverage the

the entire end-to-end process,” says

independent cloud components that

Munar. ”We provide a software-as-a-

SAP offers. For service, for instance,

service, cloud native solution.

for sales, for marketing, for commerce,

It’s a unique service, with no competi-

for billing and revenue management.

tor offering such a complete suite in

We’re bringing them together, extend-

the cloud. It’s important to emphasise

ing them from an industry perspective

the technological approach, because

— but you still have the option to buy and

that is what facilitates key business leads that we want to address, in

run them separately.”

Motivating customers to require a solution such as SAP C4U is an w w w.e ne rgydi gi ta l. com

SMART SOLUTIONS FOR SMART CUSTOMERS

PROLOGA and PROLOGA Energy are software development and consulting companies serving utilities worldwide. Customer profit from a comprehensive consulting and system competence that prepares the ground for a big variety of modern industry-specific solution extensions.

MODERN UTILITIES: LEVERAGING NEXT LEVEL APPLICATIONS ON SAP® CLOUD PLATFORM It does not take a crystal ball to predict that the days of traditional utility companies are numbered. Both in terms of changing customer behavior and in terms of social trends such as digitalization: the industry is facing huge dynamics while being under fire from new technologies, complex IT systems and inconsistent processes. However, automation will continue to significantly change people’s lives in the years to come.

Robots and artificial intelligence are already part of our everyday lives: our goods are sent by drones, chatbots support our customer service and soon our cars will drive autonomously. Ideas about what the utility company of the future can look like are already becoming outdated because the future of this industry has long since begun.

More importantly, utility companies should ask themselves – do we want to play an active part in shaping these changes?

Digital transformation with intelligent solutions: SAP® Cloud Applications Is there a way for utilities to be both reliable and disruptive at the same time? Part of the answer might be software solutions such as SAP® Cloud for Utilities, the nextgeneration industry business solution that supports end-to-end industry processes across all business functions, at scale, in the cloud, and in real-time.

But even a solution as comprehensive as SAP® Cloud for Utilities cannot cover all the detailed areas and requirements of a modern utility company. These gaps are closed by industry-specific solution extensions, such as those offered by PROLOGA. Automated planning, execution and confirmation of services, the reading of consumptions and on-site billing are only some examples. Another one is the highly

sophisticated Capacity and Nomination Management solution that provides efficient means for gas transport management companies to monitor the execution of capacity contract bookings and validating received nominations. And last but not least, PROLOGA also provides enhancements on SAP® Cloud Platform that complement the solution portfolio.

PROLOGA and SAP: 15 years of experience, competence, and reliable partnership For more than 15 years, PROLOGA is serving SAP customers worldwide, delivering high-quality industry solutions and add-ons. The close collaboration with SAP ensures that solution extensions

by PROLOGA are perfectly matched to SAP’s products and follow the strategic direction set by SAP. Smart solutions for smart customers is much more than a slogan; it is our daily motivation to both rethink our established solutions and adapt them to the evolving markets.

Many companies have long since started the journey to an automated era, while utilities still seem to defend the market instead of attacking it. Together let’s take a clear view on the way in which your market is likely to evolve and how modern solution extensions can pave the way to it.

SAP

182 E X E C U T I V E P R OF IL E :

Stefan Engelhardt Title: Vice President Company: SAP Cloud Stefan Engelhardt joined SAP in 1997 where he supported the specification and launch of SAP’s first industry solution for utilities as Global Product Management Specialist.

Since then, Stefan has held various management positions within SAP’s Industry Business Unit Utilities, becoming Vice President Utilities in 2007. In that role, he is responsible for SAP’s global Go-to-Market strategy for the utilities industry and focuses in particular on the definition and execution of SAP’s bi-modal product innovation strategy based on SAP S/4HANA for Utilities and the new SAP Cloud for Utilities solution portfolio.

OCTOBER 2020

evolving energy market, influenced by

growth, they will have to look to new

factors such as the rise of renewables

business dimensions, which is why the

and the decentralisation of power

platform supports non-commodity and

production. “The traditional commodity

multi-service capabilities,” Engelhardt

business no longer provides the mar-

adds. “We leverage elements and

gins or the revenue that is required,”

know-how from the 26 industry solu-

Engelhardt warns. “Utilities have to

tions we have at SAP such as telco,

extend their scope. They have to go

automotive and so on, bringing them

beyond the traditional energy business

together in order to allow utilities to

in order to offer value added or even

offer new bundled business services.

completely independent service offer-

Of course we also automate the tra-

ings.” SAP C4U is uniquely equipped

ditional processes of the commodity

to enable those in the industry to

business. That is the way towards what

compete in this brave new world. “For

Klaus calls the ‘self-running enterprise’.”

E X E C U T I V E PROF I L E :

Mateu Munar Title: Senior Director

Company: SAP Cloud

Mateu is currently Senior Director in the Industry Business Unit for Utilities. He’s responsible for the Go-to-Market of the new SAP Cloud for Utilities Suite. Mateu has 20 years of experience in the utilities industry — before joining the Industry Business Unit Utilities, he played several roles in the industry, first as Consultant and Solution Architect implementing the SAP for Utilities Solutions, and afterwards leading the Utilities Consulting Team in the EMEA region. He is highly experienced at working with utilities customers in different market roles, different countries and through the full cycle of the SAP for Utilities Solution. w w w.e ne rgydi gi ta l. com

183

How SAP S/4HANA can accelerate your energy transition

By David Townshend EY Global Power & Utilities SAP Leader

In an energy market defined by uncertainty, the prospect of shifting to SAP S/4HANA may seem like yet another challenge. But the right approach to upgrading can help accelerate transformation and build a more intelligent, agile organization for the future.

The cliches about 2020 being the year of vision may generate eye rolls, but for energy and resource companies, the message hits home. The disruptive forces sweeping the industry — including decarbonization, digitization, cost pressures and empowered customers — are not new but their pace is quickening.

At the same time, energy and resource companies must move

forward in migrating to the new SAP S/4HANA software release. While for some, the prospect is daunting, many are reframing the challenge as a valuable opportunity. The powerful insights and connectivity delivered through S/4HANA combined with a forward-looking business view can help them reshape into intelligent, agile organizations — if they take the right approach.

Three ways to get the best from your S/4HANA migration Moving to S/4HANA will impact every part of your business. While a poor approach will create damage throughout the organization, the right one can drive the companywide transformation that is critical to create long-term value. The right approach involves three key elements:

The migration to S/4HANA provides a valuable opportunity to not only accelerate the energy transition, but reshape energy and resource companies into intelligent, agile organizations.

David Townshend EY Global Power & Utilities SAP Leader

1. Purpose-led: The migration to S/4HANA is an opportunity to reshape your business more broadly.

Now is the time to identify or confirm organizational purpose and align this with the implications for individual processes, systems and people. This helps guide a purposeled transformation that achieves those end goals.

2. Value-focused: The two most common questions clients ask as they contemplate their migration are: i.) how can we build a business case that stacks-up both now and in the future? And ii.) how can we do this as cheaply as possible with the least negative impact on our business?

We help answer these by realigning the process to the business strategy – identifying how much value can be derived immediately and how much more can be leveraged in the future. For example, better, faster data can improve some processes now, while building a future-proof technology platform will support the agile business model and workforce needed for growth. And, all the while, the core value of the company is protected through enhanced cybersecurity and compliance.

3. Smart automation: Intelligent automation and machine learning can accelerate S/4HANA migration, reduce costs and enable value to be realized far more quickly. Automated tools also allow resources to focus on transforming those areas of the business that can help achieve big-picture goals. Post-migration, automation and analytics facilitate ongoing monitoring of people and processes to support continuous improvement.

Fast-track your agile and intelligent future EY Agile Business Transformation for energy is a proven purpose-led, value-focused approach, specifically tailored to help energy and resource companies realize the potential of their migration to S/4HANA.

Leveraging the best SAP technology for energy and enhancing it with EY SAP-certified innovations can help deliver additional benefits throughout the energy value chain: customers and billing, asset management, finance, procurement, tax, HR and risk. The highly automated EY approach and suite of tools help clients accelerate their migration to S/4HANA, realizing benefits earlier, while limiting business disruption.

Will 2020 be the year you accelerate your transformation?

Discover how EY and SAP can help energy and resource organizations use S/4HANA to thrive in this era of extraordinary change.

Š 2020 EYGM Limited. All Rights Reserved. ED None.

SAP

“ Utilities are at the heart of the energy revolution that is going on globally�

Stefan Engelhardt, Global VP Go-to-Market Strategy, Industry Business Unit Utilities, SAP

186

OCTOBER 2020

Lohnert identifies three key performance indicators that SAP seeks to address with the solution, including a reduction in the cost to serve, a decrease in the time to market for both classical and new energy offerings and an increase in revenue and profitability. Leveraging the cloud is one way of achieving that, but SAP is aware that its customers will be at varying stages on the cloud journey. “A lot of our development efforts are directed towards integration,” says Munar. “We provide a cloud offering, but we have to understand and be conscious of the fact that a big part of our business is on-premise.

Essentially, the scenario is evolving towards a hybrid model. Any customer can capitalise upon the investments that they have made in SAP, because we are securing that evolution with integration concepts out of the box. If they want to move into a hybrid mode, they can go there. If they want to go into a full cloud mode, they can do that as well.”

It’s not just about delivering growth.

C4U can also help companies achieve increased efficiency, and with efficiency comes more sustainable ways of doing business. “Utilities are at the heart of w w w.e ne rgydi gi ta l. com

187

SAP

the energy revolution that is going on globally,” says Engelhardt. “They are in the driver’s seat to optimise, manage and build value added services in order to achieve efficiency and to benefit from new business opportunities. That is a key focus for us as we shape and develop the solution portfolio.” While SAP C4U is a business suite rather than a technical system, it still has a part to play in this transition. “What’s happening at the moment is a tremendous infrastructure programme, going 188

from a centralised to a decentralised system,” says Lohnert. “The biggest challenge we have is to accelerate this process, and we offer services to access end customers that want

Having cultivated a successful rela-

to buy a solar panel or a heating sys-

tionship with professional services firm

tem or charging stations.”

Accenture, which saw SAP contribute from a product side and Accenture

“ We provide a softwareas-a-service, cloud native solution”

from a services side, C4U represents a co-development between the two organisations. “Accenture are market leaders and they know the industry well,” says Munar. “They know our solutions, having done this together in the

Mateu Munar, Senior Director, Industry Business Unit Utilities, SAP OCTOBER 2020

past. From a go-to-market perspective, and from a development perspective, it’s a win-win.” Engelhardt concurs,

1972

Year founded

$24.7bn+ Revenue in euros

96,000+ Number of employees

adding that “we have many equally

coming from other areas and enter-

important partners, such as rku.it,

ing the space. Maybe our customers

smartservices, Cronos, bpc, Natuvion,

of the future are not just utilities, but

E&Y, Atos or IBM.”

other service providers who start to

Going forwards, the aim for C4U

complement services with energy.

is clear, as Engelhardt articulates.

Our platform should provide both with

“There is one simple goal. We want

the necessary tools and processes

to help our customers to transform

to be successful.”

their business into the next dimension, and we’re doing the same on our side. At the same time, I think what we are seeing happening that is interesting for us is more and more players w w w.e ne rgydi gi ta l. com

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