DIgital Energy 2019

Taking Bytes out of the Barrel:
Digital Transformation/Digitalisation– What does good implementation
look like?
23.04.2019
Page 4
Synpulse
M710Digital Transformation.ppt
Tariq Khan, AssociatePartner
Aberdeen, 1st May2019

Agenda
Digital Transformation
1 Introduction
2 Digital Transformation – What isit?
3 Key Challenges – UpstreamDigital
4 Implementation case studies- The Good the Bad and the Ugly
5 How can Synpulse Help?
6 Conclusion
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Synpulse

Agenda
Digital Transformation
1 Introduction
6 Conclusion
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Synpulse

1 |Introduction
About Synpulse, Why are we here?
Synpulse is a management consultancy with particular expertise and experience of assisting clients with
digital transformation through tried and tested methodologies and frameworks gaining insights from a
number of industries.
Over 23 years of experience in assisting clients with digital
transformation.4 –Experience
Competence centres revolve around automation, data analytics,
blockchain and AI.3 – CompetenceCentre
Heavily tech focussed with a dedicated global innovationhub.
2 – Technology Focused
Global MC focussed on digital transformation comprising of
strategy-Implementation of digital change.1 – GlobalReach
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Synpulse

Agenda
1 Introduction
6 Conclusion
23.04.2019
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Synpulse

2 |Digital Transformation – What isit?
What do I mean by Digital Transformation?
Technology
Business
Business Strategy
DigitalJourney
Senior
Governance
Evaluation
Vendorand
PartnerSelection
Business Cases Implementation
DataAnalytics
Business Strategy and Vision
Internal DigitalFoundation
Digital Mindset andVision
Change Management
Employee BuyinInnovationCulture
Digitalisation is using digital information to improve business processes. Technology plays the role of an
enabler for optimising processes and is a (minor) component of digital transformation.
Business Strategy
ResourcePlanning
Artificial Intelligence(AI)
Blockchain
Robotics Process Automation
IT engagement
Value
Through
Digital
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Synpulse

Digital Transformation requires processes and operations, governance and IT architecture within a well
defined strategy.
Necessary Foundation ForDigital
Transformation
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Synpulse
Requirements for DigitalTransformation

Current state & Current Gaps
Firms intend on spending on digital transformation upstream over the next 12-24 months however they
anticipate struggling with successfuldelivery.
2
Understanding the Gaps and Values
Digital tech could significantly improve operational efficiency, reduce expenditure by up
to 20% and cut operating costs in Upstream by 5-8%.
The majority of firms are not confident in their ability to successfully implement their
digital transformation.
1
Current State
In the physical world of massive drilling platforms, tankers, pipe systems- millions of
smart elements work 24/7 to produce info- An oil field might send one petabyte or more
of data/day.
However, upstream is a lagger in terms of digital transformation. (7/10 firms will
significantly increase investment in this area over the next 12-24 months (WEF, Synpulse
research).
Paper-based manual
processes can result in
up to 20% increase in
cost, delays and
inefficiency due to
human errors.
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Agenda
1 Introduction
6 Conclusion
23.04.2019
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Synpulse

3 |Key Challenges – UpstreamDigital
Key Challenges
The key challenges to achieving a successful project include a lack of a clear strategy, internal culture and
ability to deliver/implement.
Business
Case
Business
Cases
Cultural
Change
Manual
Effort
Strategy
Change
management
Best
Practice
Model
First
Mover or
Follower
Risk
Tech
partners
Inefficient
Processes
Security
Challenge
Harnessing
Data
Implementation
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Synpulse

Agenda
1 Introduction
6 Conclusion
23.04.2019
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Synpulse

4 |Implementation case studies- The Good the Bad and the
Ugly
Digital Implementation: TheBad
Unsuccessful implementations do not have a well defined plan within a business strategy and tend to
adopt a ‘lone wolf’ approach with little or no senior buy in.
The Ugly/Bad
2 No Budget
3 No Time Frame agreed
1 Isolated Point Solutions E.G. Weneed a new
system based on inefficient payments-isolatedcase
Implementation strategy Badly Defined KPIs4
5
Resistance to change from within (NOT a
partnershipapproach)
6
7
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Synpulse
Led by isolated department- no knowledge within
the group
Result- NO implementation, money spent and written off 100s of
Millions, no control over project management

Ugly
Digital Implementation: TheGood
A well planned strategy with internal buy in has a better chance of success. Be prepared to make changes
along the way.
The Good
2
Don’t be afraid to fail and iterate
Be prepared to be agile. Preparationis
essential, however so is action.
3
Management Involvement
Senior level buy in and support for change. Drivingthe
innovative mindset within the company.
1
Clearly Defined Strategy
Defined business strategy NOT tech strategy.
SMART Program
Methodical approach. Sharing the successes and
points to learn from with the wider organisation.
Implementation
Drive for quick wins to prove model works and
generate momentum within. Keep measuring
progress.
4
Partners
5 Engagement with partners with clear goalsand
visibility of milestones.
6
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Synpulse

Ugly
Implementation Case Studies: Typical scenarios and lessons to learn
Successful digital transformation relies more on implementation vs technology.
EXAMPLE: STALLED DIGITALPROGRAMME
The Client embarked on an ambitious Digital
Transformation, which started well but
consumed too many resources and brought
unmanageable complexity. By its second-
year enthusiasm was gone, as were most
budgets and stakeholdertrust.
The need, in the situation, is to (re)assess
objectively the progress made, the
challenges ahead, and the evolved priorities.
With a refreshed focus and more agile
approach the Digital programme can be
given a new impetus and achieve its most
important goals
sooner.
This requires capability assessment
frameworks, structured prioritization tools.
EXAMPLE: IMPLEMENTED SOLUTION NOT
DELIVERING OBJECTIVES
A specific digital solution has been carefully
procured and implementation is in
advanced stages or completed. Yet the
performance, or delivered functionality, or
user experience do not meet expectations
and there are doubts about the choice
made and/or the vendordelivery.
The need is for a detailed and structured
Digital Health check - an assessment of
functionality, performance andscalability.
This must ideally utilise a capability
maturity framework (health check tool) for
any gapanalysis.
EXAMPLE: CAPABILITY WITHPOTENTIAL
NEEDSINVESTMENT
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Synpulse
Aparticular architectural component is
delivering value but has more potential
than its originally envisioned scope:serving
other functions or even external B2B clients
as an outsourcedprovider.
To unlock such potential requires
considerable developmentwhich, in turn,
calls for investment beyond current
budgets or business strategic allocations.
Astrategic technology assessment(using
capability frameworks), and market
potential analysis can support a business
case for capitalallocation.

Agenda
1 Introduction
6 Conclusion
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Synpulse

5 |How can SynpulseHelp?
How can Synpulse Help?
Cross IndustryInsight
o Financial Services
o Pharmaceutical
o Telecoms
o Automotive
o Oil and Gas
o Retail
o Robotics
o DataAnalytics
o AI
o Blockchain
o IT systems
o Established
framework fordigital
healthcheck
o Robust methodology-
SPEED method- tried
and tested
o Believe in Buildinglasting
Relationships through
partnerships
o Pragmatic approach
o Quick to respond
Experience inDigital
Implementation
Successful digital transformation relies more on implementation vs technology.
Delivery
Robust Methodology
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Synpulse

Agenda
1 Introduction
6 Conclusion
23.04.2019
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Synpulse

6 |Conclusion
Conclusion
Successful digital transformation requires a well thought out business strategy with a clear business case,
senior buy in and careful selection of partners.
Enabling growth through the selection of the rightpartners
4 – Partner selection/Resource planning
Form defined business cases within the strategy
Have a robust/smart implementationplan3 – BusinessCases
Internalalignment with current business strategy. Planning
resources accordingly2 – Business Strategy
Buy in from senior management. Engagement/ enthuse
employeesspreading a digital vision and culture1 –Governance
23.04.2019
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Synpulse

Your contact:
Synpulse Schweiz AG
ManagementConsulting
Thurgauerstrasse 32
8050 Zurich
Switzerland
Phone: +41 44 8022000
Mail: info@synpulse.com
Switzerland
Zurich (Headquarters)
Geneva
Germany
Dusseldorf
Frankfurt
Ulm
United Kingdom
London
Singapore
Singapore
HongKong
Hong Kong
USA
New York
info@synpulse.com
synpulse.com
tariq.khan@synpulse.com
murilo.silvestre@synpulse.com

Mark Stephen
BBC Scotland
#descot

Ray Bugg
DIGIT
@digitfyi
# descot

Theo Priestley
Technology Analyst
@tprstly
# descot

Preparing for a Digital Future
Emerging Technology Trends

Theo Priestley
Technology Analyst
Chief Marketing Officer
WFS Technologies Limited
www.wfs-tech.com

AI
IoT
BlockchainDigital Twin
Augmented
Reality

Divers no longer required
Autonomous ROVs monitor subsea operations
Real-time deep learning on the edge becomes the norm,
not a new trend
AI Improves Safety In Extreme Conditions

Asset Integrity Management
AI extends asset life through calibration of predictive
models of buckling, corrosion, temperature, flow,
leaks with real-time sensor monitoring
Removes expensive and time consuming
‘pipewalking’
Edge connectivity becomes a battleground - 5G,
Cloud, WiFi, RF, Acoustics, Bluetooth
IoT Improves Reliability In Extreme Conditions

AI + IOT In Energy Is A New Power
Predictive Maintenance - Sensors, Faults, Real-Time
Investment - Seismic and geo-modeling, well optimisation
Efficiency - Reduce energy usage with machine learning
Grid Monitoring - Efficiency through forecasting
Trading - asset availability and marketing pricing
Monetise - Mining bitcoin while generating clean energy

AI and Efficient Energy Transportation
Manage transportation from end to end
Real-time monitoring and predictive modeling of road and
maritime traffic, port loading/ offloading, weather conditions
Reduce costs and carbon emissions/ footprint using less
fuel and lost time

Digital Twins Augment Operational Efficiency
Visualise an entire installation right down to the nuts and
bolts
Real-time monitoring and predictive maintenance
Time critical information but in context with the scenario

Aimee Betts-Charalambous
BEIS
@beisgovuk
# descot

1 May 2019
Digitalisation at Scale:
The Smart Meter Roll Out
Aimee Betts-Charalambous
Technology Innovation Lead
Smart Meter Implementation Programme

The Government is committed to ensuring that every home
and small business in the country is offered a smart
meter by 2020. Enabling a smarter, cleaner, lower cost and
more resilient energy system.

Smart DCC Limited
Capita PLC
Communications
service provider
North: Arqiva Ltd
Central & South:
Telefonica PLC
Data service
provider
CGI IT UK ltd
GB Smart Metering System:

As the rollout has progressed we have faced a number of
challenges
❖ Consumer awareness and acceptance
❖ Smart meter device specification
(SMETS1 & SMETS2)
❖ Privacy and security (system &
consumer)
❖ DCC development and go live
❖ Interoperability
❖ Alt-HAN
❖ Transition to SMETS2
❖ SMETS1 enrolment
❖ Interaction between energy and non-energy
actors (e.g. housing developers)
❖ Supplier-led rollout

Smart metering is big data
Smart meters offer a 10,000 fold increase
in the volume of data energy companies
are gathering
In the first 6 hours of operation, a Smart
Meter will produce (at least!) the same
amount of data as was collected for the
previous year
In only 25 days, the meter could generate
the same amount of data as was produced
in the previous 100 years

Cost Benefit Analysis – what is the value of smart meters?
Latest estimates put the cost of the
smart meter rollout at £10.9 billion
with a net benefit to consumers of
£5.7 billion over the lifetime of the
Programme.
Taking an estimated £300 million
off consumers’ bills in 2020, rising
to more than £1.2 billion a year by
2030 – an average annual saving
of £47 per household.

New services and products are already emerging…
GB Smart
Metering
SystemSwitching
Find best deals based on actual
consumption
Energy Insights & Efficiency
Use data to reduce personal
and building energy use.
Improved energy performance
assessments
EV Smart Charging
V2G flexibility services. Use SM
HCALC functionality to
facilitate load shifting.
Smart Appliances
Run white goods when prices
are low. Optimise battery
storage to offer grid
services/optimise on site
demand.
Demand Side Management
Aggregate & shift load
Heating
Optimise according to
preferences/ prices
Community Energy &
Renewables
Solar PV; P2P trading, smart
export Health & Social Care
Use data to identify patterns of
behaviour targeting healthcare
interventions
Security & Peace of Mind
Integrate with appliances to
detect faults
Smart Tariffs
Dynamic time of use tariffs; EV
tariffs, export tariffs
Connected Home
Home automation devices;
offer energy services

Innovation opportunities from central data and comms
infrastructure extends beyond smart metering
Other markets Smart metering

E: aimee.betts-charalambous@beis.gov.uk
Smart Meters: Unlocking
the Future
Smart Meter: Progress
Report for 2018
Smart Meters, Smart
Data, Smart Growth
Non-domestic Consumer
Benefits Case Studies

Peter E.Sorensen
Maersk Drilling
@maerskdrilling
# descot

Exploring the Potential
of Augmented Reality
in the Oil & Gas Industry
.
By Peter E. Sørensen
.

.
So we set up The Villa
Establish Innovation Hub
Drive Digitalization
Help change culture
Speed
Daring to fail (but do it fast!)
Experiment

.
Innovation Hub
Main Organization
So we set up The Villa

.
Innovation Hub
Main Organization
Innovation embedded in the organisation and in a more
structured approach

.
Design Thinking
Steps
Discovery Think Big ideation Validation
Design Thinking on Augmented Reality
In Maersk Drilling
Innovation Process

.
DesignThinking
Steps
In Maersk Drilling

.
DesignThinking
Steps
• A cross-functional team put in place
• Potential end users were involved and engaged
through formal interviews
• Processes were evaluated through observation
studies
In Maersk Drilling

.
DesignThinking
Steps
Integrated Delivery and
Collaboration
Efficiency and Consistency
Safety as Capacity
In Maersk Drilling

.
More then 60 use cases were identified
Desirability
Viability Feasibility
In Maersk Drilling

.
Seamless
overview
Maintenance
support
Inspection
support
In Maersk Drilling

.
Design Thinking
Steps
Discovery Think Big ideation Validation
In Maersk Drilling
Innovation Process Start Small Scale Fast
Inspection
support

.
Potential Dropped Object Inspection Support Tool
An Experiment
An application based solution for
handheld devises to support our
dropped object prevention work

.
Hypothesis to be tested:
Less Dropped Objects Safety
habits &
capability
Smarter
Insp.
DROPS
Insp.
Other
Inspections
Digital
Worker
Opportunity Space
Logging
Inspection
Preperation
4-8 min
15-25 min
1-3 min
25%
Efficiency Gains
No. Of
inspections
No. Of findings
No. Of
items
inspect
ed
No. Of
findings
Split in
types/location/freq
uency etc
Improved Reporting and Analysis
Compliance and Flexibility
Timeline
May 2019
August 2019
Install and setup solution
on first rig
Testing and validating
Finished ready to decide
on next steps
Potential Dropped Object Inspection Support Tool

John McLaren
UiPath
@uipath
# descot

Creating a
Strategic Edge
in Oil & Gas
John McLaren
john.mclaren@uipath.com

73Slide
UiPath is not an
Oil & Gas Industry
specialist …..
but we do know about
automating processes.

Automation’s role in ….
… the Digital Transformation Journey
… optimisation of core business performance
… amplification of Human Intelligence
From Pilot to Large Scale Implementation
74

79Slide
Robotic Process Automation (RPA): what can it do?
Mimics human actions
Operates any application
Reads and actions data
in structured form
Without making
mistakes and without
rest
Quick to implement and
powerful to scale
Scrape data from the web
Follow “if/when” decisions/rules
Extract structured data from documents
Make calculations
Connect to system API
Collect social media statistics
Open email and attachments
Read and write to databases
Copy and paste
Move files and folders
Log into web/enterprise applications
Fill in forms

80Slide
Benefits of
Automation
with RPA

81Slide
RPA is Continually Evolving – Robots are Learning New Skills
Rules-Based, Repetitive Tasks
with Computer Vision
Increasingly Complex, Cognitive Tasks

82Slide
A Robust and Evolving Skillset Keeps Your Robot Relevant

The Goal: Future Human and Digital Workforce Operating Model …..
….. Amplifing Human Intelligence
UR
ARH
AI
Attended Robot
Virtual Assistant
Unattended Robot
Transaction Processing
Human
Exception Management
Training of cognitive models
Advanced decision making
AI -Cognitive
Platform
Unstructured to structured data
Decision making
Supervised learning from exceptions
Task Collaboration &
Case ManagementMachine Learning supported Exception
handling

A Brief
Introduction to
Business
Capability
Modelling & Pace
Layering
84

86Slide
An example Business Capability Model

88Slide
Introducing Pace Layering

89Slide
Business Capability Model with Pace Layering

Digital Business Optimisaton & Transformation
Systems of Record
(Run)
Systems of Differentiation
(Grow)
Systems of Innovation
(Transform)
2019 Budget
85%
10%
5%
2025 Budget
50%?
35%?
15%?

Back Office Processes to Automate (RPA)
Data Entry
Payroll
Joiners, Movers, Leavers
Time & attendance Mgmt
Benefits Administration
Recruitment (back office)
Compliance and Reporting
Personnel Administration
Performance & Lifecycle Mgmt.
Automation
Inventory management
Demand and supply planning
Invoice and contract management
Work order management
Returns processing
Freight management
Raw Materials Management
Carrier Management
Returns
Automation
Back up & restoration & Database Administration
Password reset/unlock
IT security “eyes on glass” monitoring/alerts
Email processing and distribution
Routine maintenance & monitoring
Server and app monitoring
Software deployment
Desktop Support
Batch Processing
Order Management
Credit Management
Customer Billing
Cash Applications
HR Supply Chain
Automatio
n
Procure to
Pay
Order to Cash Record to Report
30 -
70%
35 -
70%
50 -
90%
40 -
70%
50 -
70%
50 -
65%
Quote Generation
Unbilled management and Billing Triggers
Unallocated and unapplied cash
Order Management
Credit Management
Customer Billing
Cash Applications
Automated GL transaction feeds
Manual data entry activities
Download data/format in
Excel/auto distribute
Record report receipt
Auto report follow ups
Sales and Use Tax Reconciliation
IT Services
Potential
Savings
xx -
yy%
Account downloads from ledger to AP system for reconciliations
Invoice Processing
Verification and approval actions, escalations and monitoring
Receipt/processing and electronic inputs
Check preparation, handling activities
Invoice Match – Exceptions
Discrepancy Resolution
Identification of discrepancies (i.e., price/quantity
Error corrections as received either from
differences, short pay, missing or invalid PO nos.)
systems, audit or sites
Supplier Management
Item Master / Content Management
Supplier Master Data Management
Payment execution
Customer Profitability Analysis
Order Entry Errors
Customer Service Frequent Responses
Customer segmentation
Customer credit management
Payment Trend v. Credit Monitoring
Customised billings
Bill calculation and verification
Credit memo process
Short payments
Cash posting
AR reconciliation
Manual journal entry processing
GL Reporting
GL reconciliation and analysis
Period End Close
Reconciliations
Tax Master Data Annual Monitoring/Renewal
Processing
Sales and Use Tax Forms

Front Office Processes to Automate (RPA)
Self Serve and Omnichannel
Customer Journey Analytics
Agent assistance and navigation
Claims
Renewals
Product Information/Upsell
Coverage Determinations
Insurance Certificates
Fraud
Policy and address Changes
Account and address Changes
Disputes
Card Decline/Approvals
On boarding
Debt management
Fraud
Statement/transaction requests
Scheduling Appointments
Fault management and service provision
Billing and payment
House moves and account changes
Customer on boarding
Fraud
Order Management
Customer Billing
Credit control and Cash
collections
Insurance Banking
Automatio
n
Healthcare Services & BPO Public Services
30 -
60%
30 -
70%
35 -
80%
30 -
60%
40 -
70%
Telco & High Tech
Potential
Savings
xx -
yy%
Scheduling Appointments
Transactions and Payments
Claims and Fraud
Coverage Determinations
Account maintenance
Patient intake
Drug adherence
Complaints
Appointment setting
Account maintenance
Account setup & onboarding
Product info and advice
40 -
80%
Service Information
Statement Requests
Reminders
Transactions, Payments
Disputes
Customer Billing and accounts
Permits

What could possibly go wrong ?

From Pilot to
Large Scale
Implementation

Questions & Discussion
# descot

Refreshments &
Networking
# descot

Marta Portugal
Dervla Brennan
Merkle Aquila
@uipath
# descot

`
© 2019 Merkle. All Rights Reserved. Confidential
COMMERCIALIZING
ANALYTICS, ML & AI
D E R V L A B R E N N A N & M A R TA P O R T U G A L
A P R I L 2 0 1 9

© 2019 Merkle. All Rights Reserved. Confidential104
WHO WE ARE

◢ Established in 2012
◢ Over 130 statistical analysts, data scientists and data engineers
◢ Globally Merkle employ over 800 data scientists and data
engineers.
◢ We create intelligent, appropriate analytical solutions to achieve
your objectives and drive value generating outcomes:
◢ That cost thousands not millions
◢ That take weeks not years
◢ Arriving pre-loaded with knowledge, never learning on the
job
◢ That are commercially orientated, not academic.
M ERKLE AQUILA
WHO WE ARE

WE ARE PROUD TO BE TRUSTED BY SOME AMAZING BRANDS

OUR PEOPLE HAVE THE SKILLS NEEDED TO DELIVER CHANGE IN
LARGE, COMPLEX ORGANISATIONS
Award winning world class team combining Data Science talent with experienced practitioners
22
Different
nationalities
“I find myself surrounded by a host of brilliant people with the best attitude towards work. It’s a place with insightful views about
the ever-changing world of data, full of innovative and daring ideas to deliver solutions for our clients; but also people you
genuinely like spending time with.”
130+ staff
68%
Analysts
48%/52%
Male/female split
Key attributes
10%
Consultant
14%
Technology
8%
Central
46.6% Grey matter
12.4% Winning smile
23.2% Heart
5.8% Cahoonas
12% Leg work

UNLOCKING
ACTIONABLE INSIGHTS
FROM DATA THROUGH
ADVANCED ANALYTICS
AND AGILE TECHNOLOGY

◢ We’ve done this before and have the knowledge and the scars
◢ Our people don’t learn on the job, they come pre loaded with
the knowledge for this project and the next
◢ We know and understand your aims
◢ We work closely with our clients and partners to deliver large
scale analytics programs to deployment and beyond
◢ Hit the ground running from day 0
◢ We love what we do
K NOW I NG T HE CUSTO MER SO W ELL T HAT, AT A NY T I ME O R PLACE, W E
K NOW W HAT W E WA NT TO DO NE XT
THIS IS HOW WE DO IT

MYTHS ABOUT AI
& ML

AI IS COMING TO TAKE OUR ALL OF OUR JOBS……

MACHINE LEARNING IS NOT THE FUTURE I WANT TO BE A PART OF….

F*$@!!

AI & ML HYPE CYCLE

MYTH BUSTING 1: AI & ML CAN SOLVE EVERYTHING
Understand your
business strategy
AI & ML are only part of
your tool kit for solution
Where
AI & ML work best
Understand the use cases
for main techniques
Not silver bullet
• Improve an existing
feature
• Eg. Credit Scoring
• Enabler for an entirely
new feature
• Eg. Reverse Image
Search
new product
• E.g. Driverless cars
• Supervised learning
• Unsupervised learning
• Reinforcement learning
• Neural networks (CNN
and RNN)
• NLP

MYTH BUSTING 2: AI & ML NEEDS INVESTMENT
Understand your
business strategy
Be tool agnostic
• Rentable architecture
and free tools
• MVP can be built small
data infrastructure
• Likely you will have to
iterate as you go
AI & ML doesn’t
need extensive
investment • Combination of skills
• Good analytical
thinking & engineering
optimising under the
hood
• Need great translators
• Great free resources
available
Don’t need a team of
expensive data scientists

MYTH BUSTING 3: AI & ML ARE ACADEMIC EXERCISES OR ONLY
WORK IN TEC COMPANIES
Understand your
business strategy
AI & ML doesn’t
need extensive
investment
Mix Agile & Waterfall
• Agile – continuous review, shared ownership,
user focused solution
• Waterfall – scope control, risk mgt, investment
application, measurement
• Agile first, project aware – light governance,
milestones
Agile and
Waterfall
Approach

COMMERCIAL AI
IN PRACTICE

OPTIMISE TECHNOLOGY SET UP:
INCREASED USER BASE FROM 10 TO 1000
◢ Business wanted to centralise it’s disparate sources into an Azure
data lake to act as a central source for analytics. Production, cost
and safety data were centralised using cloud based technology –
high value business projects were unlocked to inform business
decisioning.
• Solution delivered using
Discoveryinstance built
on Azure
• Automated data
pipelines across multiple
data sources
• Migration of services
from Discoveryto Total’s
Azure environment
• Data mainly focusing on
client data from multiple
source systems
• Where relevant data was
enriched with weather data
to associate production
trends with weather
changes
• Optimising equipment
maintenance scheduling
to minimise production
losses
Data Enrichment Optimisation&
Forecasting
Interactive
Outputs
User Training&
On-going Support
Technology
• Re-usable PowerBI
training course
developed and rolled out
to super users
• Training focused on
interpreting outputs and
developing reports based
on data held in the data
lake
• Interactive dashboards to
allow users to interrogate
data and understand
trends in the data
• Interactive scenario tools
to model ‘what if’
scenarios
3% improvement in production
from improved insights in UK
Operations of top 5 Global Energy
company

USING MACHINE LEARNING AND
ARTIFICIAL INTELLIGENCE TO
AUTOMATE INSPECTION
BUSINESS PROBLEM
• Manual human inspections on industrial sites can be
hazardous and costly.
• Our client wanted to understand whether the application of
machine learning and artificial intelligence to data (images,
video) collected by an IoT device could be used to automate
manual human inspections.
SOLUTION
• Object identification model to detect arrange of individual
items from images taken on industrial sites.
• Suite of anomaly detection models to detect whether items
identified in the object identification model are in an
anomalous state.
• Dashboard to display outputs from the object identification
and anomaly detection models, and email notification set up
for anomalies detected.

REAL TIME OPTIMISING
PRODUCTION
USIN G SE N SOR DATA & P RE D IC T IV E
M OD E LS TO RE D UCE D OWN T IM E
◢ As part of production, chemical reactions can occur (e.g.
foaming incident) which result in shutdown of a platform –
foaming incidents result in lost revenue per incident
◢ Reactions can be caused by a variety of factors – changes
in pressure, temperature, etc. Engineers have option to
use chemicals to stop the reaction, however excessive use
can also promote further reactions
◢ Deploying predictive models on upstream sensor data, we
can direct engineers of changes most likely to cause
reaction so engineers can take remedial action to prevent
downtime

THANK YOU
© 2019 Merkle. All Rights Reserved. Confidential

Dr Matthew Higgs
Streamba
@streamba
# descot

David Meikle
Lingo24
@lingo24
# descot

Angus Murray
TAQA Global
@taqaglobal
# descot

Promoting Collaboration and Co-ordination across the Industry
Technology through Collaboration
Angus Murray

10 technology challenges for MER UK
130
1. Revitalising exploration 2. Seeing clearly under the seabed 3. Unlocking new developments
4. Maximising subsurface recovery 5. Asset integrity and inspection 6. Clean offshore energy
7. Efficient offshore operations 8. Productive onshore operations 9. Reduce decommissioning costs
Plus… ’10. Deploying technologies at scale’… to deliver MER UK
Defined with
the MER UK
Task Forces

Industry engagement – UKCS Technology Network
131
Strong participation to OGA survey
2017 Survey
72 Operators
2016 Survey 63
Operators1
Comprehensive
plan
Good summary
plan
Limited plan
No plan
Comprehensive
plan
Good summary
plan
Limited plan
No plan
8
10
18
7
Source: OGA 2016 & 2017 UKCS Stewardship Survey
Note 1: out of 68 eligible, 5 did not submit
• Second meeting 4th October
2018
• Focus on technologies for
Facilities management
Quarterly meetings of Technology Managers
• Technology managers meet quarterly at OGA
• Strong participation (30-35 operators, or 50%)
• Companies presented lessons learned
• Highlights:
• Few pioneers implementing modern technologies
for asset management
• Reluctance to deploy even when technology tested
(eg NII)
• Importance of clear business cases and approach

Digital is a key enabler of many technologies
132
Exploration Reliability Inspections Offshore operations

Heads of IT Forum – Terms of Reference
133
❑ Provide a digital leadership role within the industry
❑ Promote digital skills development
❑ Share best practice across the industry
❑ Identify opportunities to collaborate to support MER
❑ Act as SMEs for the industry to advise and enable on digital initiatives
❑ Provide Review new technology and consider joint industry projects to develop
technology and innovate
❑ a vehicle for the OGA and Oil and Gas UK to engage directly with the Digital
leaders within each organisation working in the UKCS
❑ Provide support, guidance and an active group to aid the Technology Leadership
Board in their agenda under MER within the OGA
❑ Act as owners of specific industry-led digital work groups (e.g. cyber security, aging
digital infrastructure)
Not
Commercial

Heads of IT Forum Membership
134

However digital capabilities vary across industry
135

TLB and Heads of IT Forum working together
136
❑ Survey
❑ Leadership engagement
❑ Access and sharing of industry data (also with OGA in the NDR)
❑ Accelerating technology maturation and adoption
❑ Sharing of lessons learned

Stephen Ashley
OGTC
@theogtc
# descot

Enabling collaboration
around shared data
Digital Energy 2019
Stephen Ashley
May 2019

Discussion Points
OGTC – Introduction and progress
Data Trusts: why are they important, what is the purpose and value?
Exploring the key challenges and barriers: IP, culture, competition, legal,
governance
Some examples inside and outside the energy sector
Opportunities to innovate

Introduction and progress
Our mission
£180 million Aberdeen City Region Deal Funding
Unlock the
potential of the
UK Continental Shelf
Anchor the
supply chain in
North East Scotland
Create a culture of
innovation that attracts
industry and academia
Unlock Anchor Innovate

Technology vision
Technology can transform the oil and gas industry for the low carbon future

Focused on delivery and positive impact
Our performance

Solution centre roadmaps
Driving change and unlocking £10 billion GVA
Focused priorities
We drive technology readiness
We deliver projects that move the
dial
We connect industry, regulators
and academia

Data Trusts
Data Trusts: why are they important, what is the purpose and value?

Data Trusts
A legal, governance and technical framework for sharing data

Sharing Data is Good

But ….

So ….

Data Trusts
Exploring the key challenges and barriers: IP, culture, competition,
legal, governance
Think about what that means for Digital
Energy!

Data Trusts
Some examples inside and outside the energy sector

OGTC UK Hub Project
Delivers important foundation of a digitally enabled supply chain
An industry Hub – A UK digital
data exchange
A projects that moves the dial
Connect and support the Industry
Digitally transform the procurement process and become the single, online source of
technical equipment information for the UK oil and gas industry
Support Industry purchase and suppliers collaborate around centralised quality data to reduce
duplication and rework
The UKHub, has the ability to drive £millions in value across the Industry through improved
efficiency in procurement, inventory management and support the circular economy

Grampian DaSH
The Grampian Data Safe Haven (DaSH) was opened in May 2012 by
NHS Grampian and the University of Aberdeen’s School of Medicine,
Medical Sciences and Nutrition. The joint facility is our response to
National guidance to improve the safe handling of linked data sets for
research.

Major Project Delivery
Some Challenges
OGA Study
58 projects delivered 2011-2016
• 50% failed to deliver to FDP
• 75% delivered late
• Average of 35% over budget

OGTC Project Data analytics
Data Trust - Study
Delivers important foundation of a digitally enabled supply chain
Oil & Gas – Create a data trust
Use analytics to move the dial
Populate the data trust
Create a data trust that enables the industry to be comfortable to share project data.
Working on the legal and governance framework - based on the ODI work
Populate the project analytics data trust to enable organisations working to pool data within a
secure environment, to test the technical capability
The project data trust has the potential to drive £millions in value across the Industry through
improved ability to predict project outcomes and prioritise interventions. The data provides
the ‘outside view’ that has the potential to transform how we deliver projects and initiate a
chain reaction into other sectors

Work with us
We’re your innovation partner

• Stephen Ashley, Digital Transformation Solution Centre Manager, OGTC
• Tanya Knowles, Digital Optimisation Manager, OGA
• James McLean, IT Manager, ConocoPhillips
• Angus Murray, Head of IT, TAQA Global
• Kate McKay, Director, 4_ttude
# descot
Panel Discussion

Drinks & Networking
Sponsored by
# descot

Copyright © 2018 1
How the energy sector is modernising file infrastructure to increase
cash flow
Andy Hardy, Nasuni VP EMEA, ahardy@nasuni.com

Agenda
• Nasuni Introduction
• What challenges are Operators’ & SP’s facing?
• Why traditional IT environments are moving to OpEx
• How a modern file infrastructure can eliminate recurring legacy
costs
• How a global file system increases information leverage across
multiple stakeholders
• Nasuni Use Cases
• Summary
1Copyright © 2018

(NAS Unified)
Engineering
Construction
Oil & Gas
Media &
Advertising
Manufacturing
Real Estate …
1Copyright © 2018
7
Industry Leaders
Using Nasuni
70 Countries
25 Industries
20 Fortune 500
Backed by
Goldman Sachs
✓ Security
✓ Versioning
✓ Storing
✓ Locking
✓ Sharing
✓ Recovery
24
Company
Patents
6,500
Customer
Locations
1st
Cloud-Native
Global File System
World’s most
scalable file
system
Built to work
with Public
and/or Private
Cloud object
storage.
Displacing:
o NAS
o Backup
o Archive
o DR
o Forklift upgrades
60%
Cost
Savings

2019 Outlook: Cash flow variability
Despite positive returns in
2018, it should be
acknowledged that this is
a basin-wide estimate
and the cash flow
position of individual
companies will vary
significantly depending
on their cost,
investment and
production profiles,
corporate and financing
structures, and the period
of time in which they have
been active on the UKCS.
Oil & Gas UK’s (OGUK) Business Outlook 2019
1Copyright © 2018

Tight controls on expenses…
E&P & Service Provider
budgets remain tight
and companies are
focused on maintaining
business and
operational
improvements.
Companies are looking
to sustain recent cost
reductions and will not
allow unit operating
costs (UOCs) to
increase.
1Copyright © 2018

Industry players are optimizing their portfolios
▪ Explorers acquiring new assets
▪ Producers investing in new areas
▪ Global companies forming new
ventures
1Copyright © 2018

Generating continuous M&A activity…
▪ Explorers
1Copyright © 2018
▪ Producers
▪ New ventures

“...Streamers represent the largest moving
infrastructure on earth, and can be seen from space as
they move and collect data.”
1Copyright © 2018
“Every seven days, data the equivalent of a U.S.
Library of Congress in size is gathered by each
seismic vessel.”

• Video • Recollect
• Seismic
2d, 3d Initial
baseline
4d
Higher
Resolution
Explosive data growth, data reuse, data transfer
• Engineering Apps
1Copyright © 2018

Copyright © 2018
What are the
challenges we are
trying to overcome?
• Oil & Gas Data sets are huge, growing, and
dispersed across multiple global locations.
• New data sets from acquisitions need to be
integrated rapidly and made accessible to new
users quickly
• Seismic data needs to be kept for long periods of
time yet be retrievable at a high level of granularity
• Traditional file storage and backup infrastructure
costs grow linearly with capacity growth and
usually require repeated CapEx investment to scale
• Many industry leaders are moving to an OpEx IS
model to increase predictability and cash flow
management as part of a move to streamline
operations
11

So what do we do ?
• Continue to make CapEx purchases of on-premise NAS
infrastructure and trying to predict capacity growth so as
not to waste investment?
• Also continue to purchase secondary storage back-up
software/hardware at $800+ per TB or more?!?
• Purchase tactical solutions to improve WAN and file
transfer?
• Backup everything to ultra cheap cloud and deal with long
access times and inefficient sharing?
• Hand carry data from new acquisitions to corporate file
shares?
17Copyright © 2018

The cloud storage era has arrived
Infinite pools of low cost, durable, geo-redundant object storage
On-Premises / Private Public
17Copyright © 2018

What’s missing: a cloud-era file system
FileSystemSize(PB)
∞
60
10
0
100
Average Size: Infinite
Average Size: 2 GB Average Size: 16 TB
Average Size: 20 TB
1990
“Block” Era
FAT
ext4
2000
“NAS” Era
NFS
WAFL
2010
“Scale-Out” Era
OneFS
GPFS
2016
“Cloud” Era
UniFS
17Copyright © 2018

UniFS® - the first cloud-era global file system
A file system without limits
Maximum File Size
4TB
N/A
UNLIMITED
16TB
Files per Volume
8 billion
9 billion
UNLIMITED
2 billion
Total Volume Size
66PB
2 PB
UNLIMITED
20PB
Snapshots per Volume
20K (per cluster)
256
UNLIMITED
255
UniFS®
17Copyright © 2018
Number of Sites with
Global File System
N/A
N/A
UNLIMITED
N/A

Headquarters
International
Offices
Branch
Offices
Headquarters
Data Center
Store, Protect & Sync files
- at any scale
- anywhere
Mobile Users
Nasuni is the cloud-era global file system
Copyright © 2018

Legacy file infrastructure
Costly, complex, and difficult to scale
File Servers BackupSoftware Disk / Tape
Remote Site(s)
File ServersNAS Disk Backup
DR Site
WAN
Acceleration
MPLS
Tape Archive & DR
Offsite
File Servers NAS BackupSoftware TapeLibraryDisk Backup
Data Center (File Storage)
Email Database App ServersVirtualMachines
17Copyright © 2017
Data Center (Block Storage)

Modern file infrastructure with the cloud
Cost-effective, simple, infinitely scalable
Remote Site(s) DR and ArchiveAnywhere
Email Database App ServersVirtualMachines
Data Center (Block Storage) Data Center (File Storage)
18Copyright © 2018

Using the Cloud to store and retrieve large data sets
disk, tape.
IS
One way: legacy infrastructure + cloud backup…
• Build Archive repository in Azure
• Use Traditional Back-up vendor to cloud with the cloud
as a dumb back-up target.
• Snapshots from on-premise to Cloud
Outcomes
• Still significant on-prem overhead. Media Servers, agents,
• Recovery SLA’s 24 hours plus from last back-up
• Retain IS cost both on prem and in the cloud – why?
• Slow onboarding of new sites as new back-up system and
• High upfront capex.
19Copyright © 2017

Using the Cloud to store and retrieve large data sets
18Copyright © 2017
A better way: a Global Cloud File System…
• Data Authenticity
✓ Golden Master copy in the cloud eliminates
duplication and maximises efficiency
✓ A single source of truth in one global filesystem
• Edge Cache Appliances (virtual or physical)
✓ Local performance – overcome latency
• Unlimited TB Capacity On-demand
✓ File size, volume size
✓ Eliminate File Storage Upgrades / Expansion
✓ Unlimited storage at all sites
• Rapid M&A
✓ New sites can be onboarded quickly
• No separate back-up for file system needed
✓ RPO’s/RTO’s of minutes Continuous file versions.
✓ Infinite recovery points, Unlimited retention
✓ Recovery from last snapshot in event of failure…
✓ Rapid BC / Site Recovery in minutes not days…

Legacy File Storage Infrastructure
• CapEx funded storage refreshes
• Backup license renewals; disk tape and
offsite backup investment
• 1 week or more between full data backups
• 6 months or more to integrate new file
systems, provision new users
• Extensive investment required for remote
file access and sharing
Cloud Infrastructure: A global filesystem
• OpEx storage expense – dial up or down
based on business needs; predictable
• Backup replaced by highly granular,
continuous versioning to the cloud; high
durability and geo-redundant
• Highly granular snapshots – you design
frequency
• 6-12 months integrations can be reduced
by 800 or more%
• Easy collaboration and file sharing built-in
Summary: Cash flow impact
18Copyright © 2017

Fugro is the world’s leading independent provider of geo-intelligence and asset integrity solutions for large
construction and infrastructure projects and natural resources companies. Utilizing its extensive suite of
advanced technology, Fugro acquires and interprets earth and engineering data to help companies design, build,
install, repair, and maintain large structures. This has generated tremendous file data growth, overwhelming
Fugro’s traditional infrastructure and driving up costs. In search of a more cost-effective and powerful way to
store and protect its valuable data, Fugro now deploys Nasuni Cloud File Services. Nasuni’s patented global file
system, UniFS®, ensures that primary and archive file data scales cost-effectively in the cloud, while all end
users still enjoy fast, secure access to files. Nasuni drastically reduced the need for on-prem hardware while
vastly improving data protection. Nasuni eliminated traditional backup and slashed file recovery times from days
to minutes. Finally, by collapsing Fugro’s complex solution stack into one platform, Nasuni has made life much
easier for IT.
Leading surveyor
& geo-intelligence
specialist switches
to cloud file
services

Copyright © 2018
Swire Oilfield Services has been a global leader in the energy industry for nearly 40 years, delivering offshore
containers, equipment, and technical services to clients at worldwide sites. Swire is involved in everything from
design through maintenance, but the company’s file storage infrastructure was not built for such a global, file-
intensive business. Data solutions provider COOLSPIRiT provided a solution combining Microsoft Azure object
storage and Nasuni Cloud File Services that meets Swire’s commercial requirements for modern, cloud-based file
storage, backup, and DR. End-of-life file servers and backup solutions at 28 sites are being replaced by Nasuni’s
platform backed by Azure cloud storage. Nasuni’s lightweight caching appliances provide high-performance
access to active files at the edge, with capacity now scaling in Azure instead of local hardware. Unreliable backup
and DR is being traded in for Nasuni’s industry-leading RPOs and RTOs. With Nasuni and Azure, Swire finally has
the cost-effective, simple-to-manage, and scalable file infrastructure needed to support its continued growth.
Scaling service
delivery to the
global energy
industry
Cloud File Services Object Storage

Copyright © 2017
Delivering
strategic value and
efficiency to a
storied global
brand
Founded in 1760, Lloyd’s Register provides services that improve the safety and efficiency of complex, critical
infrastructure for the shipping, industrial manufacturing, and oil & gas industries. Delivered by Nephos
Technologies, Microsoft Azure and Nasuni are enabling file storage in 148 locations to be consolidated into a
centralized solution. By providing fast access to a unified global file share, Lloyd’s Register can more dynamically
assess risk, improve efficiency, and ensure environmental compliance for its clients. From an IT standpoint,
Nasuni’s on-premises caching appliances eliminate file storage capacity constraints in all offices, even as the
amount of hardware is reduced by nearly 80%. Nasuni’s continuously versioning file system also eliminates tape-
based backup, adding more backup points and increasing recovery speeds in the process. Together, Nasuni and
Azure are delivering a unique combination of strategic value and operational efficiency to a storied global brand.

Copyright © 2017 25
Supporting the
next generation
of energy and
eco-friendly
manufacturing
Wood Mackenzie is a global leader in commercial intelligence for the energy, chemicals, metals, and mining
industries. Since 1974, they have been providing clients with the timely data and analysis needed to make better
strategic decisions. When the firm’s users in Houston, Sydney, London, Singapore, and other locations became
hampered by slow file sharing, IT knew the days of providing WAN access to files stored centrally at its Edinburgh
headquarters were over. They turned to Nasuni Cloud File Services backed by Azure Cloud Storage for a modern,
multi-site NAS solution that scales without capacity or file size limits. The new solution enables the firm’s users to
access shared files in each office at local LAN speeds, while enabling IT to use the Nasuni UniFS file system and
Azure storage as the single “source of truth” for all unstructured data. With improved collaboration, lower costs,
and simpler IT administration, Wood Mackenzie can focus more on delivering strategic insights to its clients.

Copyright © 2017
Hastening
construction of
the world’s iconic
landmarks
AECOM is the #1 architectural, engineering, and design firm in the world, with over 600 locations and nearly
100,000 employees. One World Trade Center, Los Angeles International Airport, the China National Convention
Center, NASA’s Langley Research Center and UAE’s first national railway are among its major projects. With file
data growing rapidly at the edge and a vital need for multi-site project collaboration, AECOM turned to Nasuni
enterprise file services powered by IBM Cloud Object Storage. The new solution, delivered by IBM Global Services,
will enable petabytes of project and group share data to be centrally stored, protected, accessed, and managed. As
all file shares are united under Nasuni’s global filesystem, AECOM’s many billable teams will be able to collaborate
without replication or remote access delays. Continuous versioning will replace tape backup at remote sites for
significantly improved recovery times. With IBM COS and Nasuni, AECOM and IBM GS expect to save significant
time and budget, and direct more resources toward building the world’s most iconic landmarks.

Copyright © 2018
How can Nasuni impact
your Business?
• Visit Nasuni at our Stand 21 in the
Crombie Suite downstairs
• Book a free file assessment either
onsite or online to determine ROI
• Email: Neil Mccrindle – Regional
Sales Manager Oil & Gas.
nmccrindle@nasuni.com
27

WHO WE ARE
18
9

◢ Established in 2012
◢ Over 130 statistical analysts, data scientists and data engineers
◢ Globally Merkle employ over 800 data scientists and data
engineers.
◢ We create intelligent, appropriate analytical solutions to achieve
your objectives and drive value generating outcomes:
◢ That cost thousands not millions
◢ That take weeks not years
◢ Arriving pre-loaded with knowledge, never learning on the
job
◢ That are commercially orientated, not academic.
WHO WE ARE
M ER KLE AQUILA
19
0

WE ARE PROUD TO BE TRUSTED BY SOME AMAZING BRANDS
19
1

OUR PEOPLE HAVE THE SKILLS NEEDED TO DELIVER CHANGE IN
LARGE, COMPLEX ORGANISATIONS
Award winning world class team combining Data Science talent with experienced practitioners
22
Different
nationalities
“I find myself surrounded by a host of brilliant people with the best attitude towards work. It’s a place with insightful views about
the ever-changing world of data, full of innovative and daring ideas to deliver solutions for our clients; but also people you
genuinely like spending time with.”
130+ staff
68%
Analysts
48%/52%
Male/female split
Key attributes
10%
Consultant
14%
Technology
8%
Central
46.6% Grey matter
12.4% Winning smile
23.2% Heart
5.8% Cahoonas
12% Leg work
19
2

UNLOCKING
ACTIONABLE INSIGHTS
FROM DATATHROUGH
ADVANCED ANALYTICS
AND AGILE TECHNOLOGY
19
3

◢ We’ve done this before and have the knowledge and the scars
◢ Our people don’t learn on the job, they come pre loaded with
the knowledge for this project and the next
◢ We know and understand your aims
◢ We work closely with our clients and partners to deliver large
scale analytics programs to deployment and beyond
◢ Hit the ground running from day 0
◢ We love what we do
THIS IS HOW WE DO IT
K NOW IN G T HE C USTOM ER S O W ELL THAT, AT AN Y T IME OR PL ACE , WE
K NOW WHAT WE WA NT TO D O NE XT
19
4

MYTHS ABOUT AI
& ML
19
5

AI IS COMING TO TAKE OUR ALL OF OUR JOBS……
19
6

19
7

19
8

F*$@!!
19
9

F*$@!!
20
0

AI & ML HYPE CYCLE
20
1

MYTH BUSTING 1: AI & ML CAN SOLVE EVERYTHING
Understand your
business strategy
AI & ML are only part of
your tool kit for solution
Where
AI & ML work best
Understand the use cases
for main techniques
Not silver bullet
20
2
• Improve an existing
feature
• Eg. Credit Scoring
new feature
• Eg. Reverse Image
Search
new product
• E.g. Driverless cars
• Supervised learning
• Unsupervised learning
• Reinforcement learning
• Neural networks (CNN
and RNN)
• NLP

MYTH BUSTING 2: AI & ML NEEDS INVESTMENT
Understand your
business strategy
Be tool agnostic
• Rentable architecture
and free tools
• MVP can be built small
data infrastructure
• Likely you will have to
iterate as you go
AI & ML doesn’t
need extensive
investment • Combination of skills
• Good analytical
thinking & engineering
optimising under the
hood
• Need great translators
• Great free resources
available
Don’t need a team of
expensive data scientists
20
3

MYTH BUSTING 3: AI & ML ARE ACADEMIC EXERCISES OR ONLY
WORK IN TECH COMPANIES
Understand your
business strategy
AI & ML doesn’t
need extensive
investment
Mix Agile & Waterfall
• Agile – continuous review, shared ownership,
user focused solution
• Waterfall – scope control, risk mgt, investment
application, measurement
• Agile first, project aware – light governance,
milestones
Agile and
Waterfall
Approach
20
4

COMMERCIAL AI
IN PRACTICE
20
5

OPTIMISE TECHNOLOGY SET UP:
INCREASED USER BASE FROM 10 TO 1000
◢ Business wanted to centralise it’s disparate sources into an Azure
data lake to act as a central source for analytics. Production, cost
and safety data were centralised using cloud based technology –
high value business projects were unlocked to inform business
decisioning.
• Solution delivered using
Discovery instance built
on Azure
• Automated data
pipelines across multiple
data sources
• Migration of services
from Discovery to Total’s
Azure environment
• Data mainly focusing on
client data from multiple
source systems
• Where relevant data was
enriched with weather data
to associate production
trends with weather
changes
• Optimising equipment
maintenance scheduling
to minimise production
losses
DataEnrichment Optimisation&
Forecasting
Interactive
Outputs
User Training&
On-goingSupport
Technology
• Re-usable PowerBI
training course
developed and rolled out
to super users
• Training focused on
interpreting outputs and
developing reportsbased
on data held in the data
lake
• Interactive dashboards to
allow users to interrogate
data and understand
trends in the data
• Interactive scenario tools
to model ‘what if’
scenarios
3% improvement in production
from improved insights in UK
Operations of top 5 Global Energy
company
20
6

USING MACHINE LEARNING AND
ARTIFICIAL INTELLIGENCE TO
AUTOMATE INSPECTION
BUSINESS PROBLEM
• Manual human inspections on industrial sites can be
hazardous and costly.
• Our client wanted to understand whether the application of
machine learning and artificial intelligence to data (images,
video) collected by an IoT device could be used to automate
manual human inspections.
SOLUTION
• Object identification model to detect arrange of individual
items from images taken on industrial sites.
• Suite of anomaly detection models to detect whether items
identified in the object identification model are in an
anomalous state.
• Dashboard to display outputs from the object identification
and anomaly detection models, and email notification set up
for anomalies detected.
20
7

REAL TIME OPTIMISING
PRODUCTION
US IN G S E N S OR DATA & PR EDIC TIV E
M ODE LS TO RE D UCE DOWNTIME
◢ As part of production, chemical reactions can occur (e.g.
foaming incident) which result in shutdown of a platform –
foaming incidents result in lost revenue per incident
◢ Reactions can be caused by a variety of factors – changes
in pressure, temperature, etc. Engineers have option to
use chemicals to stop the reaction, however excessive use
can also promote further reactions
◢ Deploying predictive models on upstream sensor data, we
can direct engineers of changes most likely to cause
reaction so engineers can take remedial action to prevent
downtime
20
8

THANK YOU

Protect | Transform | Innovate
Chris Sammons – Senior Systems Engineer

Zerto is a leading provider of
enterprise disaster recovery and
IT resilience management software

++
Mergers & Acquisitions
Move to Cloud
Datacenter Consolidation
Maintenance & Upgrades
PLANNEDUNPLANNED
User Errors
Infrastructure Failures
Security & Ransomware
Natural Disasters
IT Resilience

2011
Hypervisor-Based
Replication for DR
2018
Building blocks for
IT Resilience Platform™
Multi-Cloud, Accelerate Cloud,
Workload Mobility
Our Journey Continues
2019
IT Resilience
Platform™
Backup with Zerto v7.0
IT Resilience Platform

The Journey to IT Resilience
Continuous
IT
Remove Systemic Risk
Converge and Automate DR and Backup
Accelerate Cloud
Hybrid/Public/Private Cloud
Increase Agility
Intelligent Workload Placement Anywhere
Achieve Efficiency
Aligned and Optimized Resources
Continuous Transformation
IT at the Speed of Business

Converging Technologies
Disaster Recovery
Replication
Backup
Hybrid Cloud

Into One Platform
Disaster Recovery
Replication
Backup
Hybrid Cloud
IT
Resilience
Platform

One Platform For IT Resilience
Multi-Cloud Workload Mobility Non-Disruptive
Orchestration & Automation
Continuous Data Replication
Continuous Data Protection
Application Consistency Grouping
Journal-based Recovery
Long-term Retention
Analytics & Control

Lower Costs by Replacing Multiple Tools
Backup Replication Orchestration Migration+ + + <
Costly & Complex
IT Resilience
Platform™
Simplified IT

Mergers Made Easy with
Workload Mobility
Accelerate migrations without
downtime or data loss using
Zerto
Taqa migrated workloads back
to UK and closed a DC in
Europe

Tencate using Zerto today for Ransomware
222
DR Strategy
Files Affected
Data Loss
Time to Recover
Without Zerto
Backup to tape
An entire file server at a
manufacturing facility
12 hours
2 weeks
With Zerto
Continuous replication
A number of directories on a file
server at a manufacturing facility
10 seconds
Under 10 minutes

Cloud use cases that make sense…

One-To-Many Multi-Cloud Architecture
226
Production
Site
Replica data in cloud storage, S3, blob
ZCC, ZCA in AWS & Azure (Marketplace)
Cost effective, no recovery VMs until needed
Recover VMs, files & folders
Restore Anything To Production In Minutes
Protect between local storage
Simultaneous local & multi-remote
One-To-Many Replication, RPO = Seconds
Pre-config networking, VPN, MPLS etc
Multi-SLA journal retention
On-Premises & Hybrid Cloud DR
All-in-one solution, drive cloud efficiency
One-To-Many
S3

Simplicity Through Automation
4-Click
Recovery Process
Click Failover1
Select Apps2
Verify3
Start Failover4

Data Protection Workflows
7.0
Long-term RetentionShort-term Retention
Seconds
Years
User needs to
recover a file
Results across
all targets
User selects
checkpoint
File is
recovered
Recovery
orchestration
Search for
the file
RESTORE VM OR VPG

Cloud DR - Total Cost of Ownership example

Customer Example
Manufacturing company – SAP critical application
Cost of downtime is £3m per day
Estimated recovery time was 2 days (never tested)
Major hardware refresh in 2019
Multiple products for protection of business services

Recovery Time on SAP – 10 minutes
DR testing anytime
Utilised Azure as DR site
Removed Backup, Reduced VMware
estate by using Azure
45% lower costs over 5 years
£1,843,000
£3,350,000
£0
£500,000
£1,000,000
£1,500,000
£2,000,000
£2,500,000
£3,000,000
£3,500,000
£4,000,000
Single DC with Zerto and Azure Dual DC
5 year TCO Comparison

View backup support renewals as an opportunity to transition to IT Resilience
Don’t write off cloud as being more expensive – DR and Test and Dev are quick wins and always make financial sense
Understand that resilient organisations are more competitive
Take Away’s

DIgital Energy 2019

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