WEBVTT - Oil Majors Going Digital: Personality Test

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<v Speaker 1>Hi, everybody. So a few months ago, I was in

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<v Speaker 1>a class at my gym and a friend of mine

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<v Speaker 1>comes up to me and says, Hey, have you heard

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<v Speaker 1>a BP launch Pad? I'm getting recruited by them. I hadn't,

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<v Speaker 1>so I texted another friend of mine who works at

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<v Speaker 1>BP to find out if he'd heard about it. No, nothing, anyway.

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<v Speaker 1>Fast forward three months later, BP launch Pad has made

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<v Speaker 1>its debut and is billing itself as a quote scale

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<v Speaker 1>up factory, taking innovations made in BP, putting them in

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<v Speaker 1>this incubator to become standalone businesses and or business units

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<v Speaker 1>of BP. The first to come out of launch Pad

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<v Speaker 1>is a business called LIT that's l y t t.

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<v Speaker 1>Apparently LIT stands for listening Norwegian. They describe it as

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<v Speaker 1>sort of a Shazam for boreholes, listening down the well

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<v Speaker 1>to identify conditions and potential problems. The strategy of going

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<v Speaker 1>after technologies to optimize operations is not unique to b P.

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<v Speaker 1>It's definitely not alone in this. Most, if not all,

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<v Speaker 1>oil majors are going all in on digital technologies to

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<v Speaker 1>optimize operations and keep costs down. Exactly where they focus

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<v Speaker 1>their attention and strategy seems to be influenced by the

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<v Speaker 1>personalities of the companies them else or at least the

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<v Speaker 1>exacts in the companies. What do I mean by that? Well,

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<v Speaker 1>we brought in two BENF analysts to help us unpack that.

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<v Speaker 1>We've got Claire Curry, who leads benfs coverage of all

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<v Speaker 1>things digital, along with Hannah Davenroy, who wrote the report

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<v Speaker 1>we're gonna talk about today, Digitalization Strategies of Oil Majors,

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<v Speaker 1>published on June nineteen. BEANEF clients can find this report

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<v Speaker 1>by a quick search on benf dot com, the BENF

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<v Speaker 1>Mobile app, or benf Go on terminal. Please note that

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<v Speaker 1>BENF does not provide investment or strategy advice, and you

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<v Speaker 1>can hear the full disclaimer at the end of the show.

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<v Speaker 1>I'm Mark Taylor, head of product for BENF, and you're

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<v Speaker 1>listening to switch down the BENF podcast. Claire, Hannah, Welcome, Hi,

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<v Speaker 1>Hi Mark, thanks for coming in. Thanks so much for

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<v Speaker 1>having us today. When I was reading this, I was

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<v Speaker 1>thinking why, you know, like, why does an oil company

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<v Speaker 1>want to be a tech company? Should we just start there? Hannah?

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<v Speaker 1>How about you sure we can start there? I think

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<v Speaker 1>oil companies are seeing the value of digital technologies in

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<v Speaker 1>spaces like consumer but there's a lot of disruption to

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<v Speaker 1>their core business also, So you see oil companies diversifying

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<v Speaker 1>into the power sector, and you see them wanting to

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<v Speaker 1>shrink their cost of operating their core business. And one

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<v Speaker 1>way that they're achieving this efficiency is by applying digital

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<v Speaker 1>technologies to track data across their business operations. So an

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<v Speaker 1>oil company will see places for improvement in in their

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<v Speaker 1>business and think that the collection of data through sensors,

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<v Speaker 1>through comms networks, and through large aggregating platforms like cloud

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<v Speaker 1>computing will actually enable them to make better business decisions

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<v Speaker 1>about how to allocate their capital and how to better

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<v Speaker 1>manage their their operating costs. Does it seem like it's working.

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<v Speaker 1>It's hard to say. I think oil companies are very

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<v Speaker 1>much in the early stage of scaling digital projects from

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<v Speaker 1>proof of concept or pilot projects to their operations across

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<v Speaker 1>their enterprise um and I can't imagine it's a clean transition. No,

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<v Speaker 1>especially since you have to remember that oil majors have

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<v Speaker 1>hundreds of thousands of employees across many many countries, and

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<v Speaker 1>so coordinating these efforts on a culture level as well

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<v Speaker 1>as sort of a business organization level, it's quite difficult.

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<v Speaker 1>So we see a lot of oil companies that are

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<v Speaker 1>actually setting up new departments and teams both within their

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<v Speaker 1>core business but also in their venture capital arms to

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<v Speaker 1>encourage collaboration on this on on these digital technology projects

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<v Speaker 1>UM across different types of their their their employee groups.

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<v Speaker 1>Is this more of a venture play for these oil

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<v Speaker 1>companies now or is it part of their core strategy.

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<v Speaker 1>It's very much part of their core strategy. We check

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<v Speaker 1>how oil companies make their their venture investments, and in

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<v Speaker 1>a lot of cases, especially with the European oil majors

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<v Speaker 1>like BP and Shell, a lot of their focus has

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<v Speaker 1>been on on diversifying into power assets. While they do

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<v Speaker 1>make pretty substantial investments into digital startups, it seems like

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<v Speaker 1>this is often to access the technology UM for for

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<v Speaker 1>pilot projects and then how up these businesses have access

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<v Speaker 1>to the domain knowledge, the oil assets, how the business

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<v Speaker 1>operates UM in order to give them a better understanding

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<v Speaker 1>of the industry. Innovation is really hard. You look at

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<v Speaker 1>Google right innovative tech company. They really struggle to spin

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<v Speaker 1>out startups and spin out new technologies that really work.

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<v Speaker 1>They've had a series of very public failures of just

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<v Speaker 1>getting innovation and new tech right you think about like

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<v Speaker 1>X on VP Shell they have hundreds of thousand employees

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<v Speaker 1>are often lifers. Oil companies are very siloed, so you

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<v Speaker 1>have the I T team does it T the guys

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<v Speaker 1>on the oil rigs or on oil rig for a

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<v Speaker 1>month they don't speak. And what companies that Hannah has

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<v Speaker 1>been writing about, like Equanore so in Um kind of

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<v Speaker 1>the North Sea, have been trying to get those guys

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<v Speaker 1>on the oil rig to become I people. And they're

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<v Speaker 1>doing sprints, They're doing scrums, are things that like your

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<v Speaker 1>product team knows well. They're beginning to spin out apps

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<v Speaker 1>to put onto this cloud platform they've built, and it's

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<v Speaker 1>the operations guys doing it, and I T is kind

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<v Speaker 1>of beginning talk to them and support them. So it's

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<v Speaker 1>actually really cool. It sounds slow and it's hard to

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<v Speaker 1>measure benefits, but these are companies that are the biggest

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<v Speaker 1>in the world, often the slowest, most old fashioned, and

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<v Speaker 1>they're actually doing some really interesting innovative things. It's got

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<v Speaker 1>to be so hard. It's got to be so hard,

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<v Speaker 1>because I find communication and getting adoption of new tech

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<v Speaker 1>just in our small area of Bloomberg is hard. I

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<v Speaker 1>can't imagine it could be any type of easy on oil,

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<v Speaker 1>you know, with all these guys on the oil rig,

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<v Speaker 1>especially because they have legacy systems. Right some oil majors

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<v Speaker 1>will leave unnamed, you know, have one or two partners

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<v Speaker 1>they do everything with. And these traditional enterprise software companies

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<v Speaker 1>are not innovating around digitalization IoT AI, and so if

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<v Speaker 1>you're a big oil major, what do you do? You

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<v Speaker 1>have this multimillion dollar contract with a big RP company

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<v Speaker 1>that served you well, but they're not doing what you

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<v Speaker 1>want to do? Do you rip them out? If you

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<v Speaker 1>do that, that's huge. I don't know how you do that.

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<v Speaker 1>I don't know how a company really changes so significantly

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<v Speaker 1>their partnerships, which is kind of what some of these

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<v Speaker 1>guys are thinking about doing a slow breakup I know, yeah,

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<v Speaker 1>and hiring to write I mean then they no one's

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<v Speaker 1>doing this. How many companies are trying to hire a

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<v Speaker 1>data scientists right now? If your data scientists you want

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<v Speaker 1>to like a Google or Exon in Texas, well, that's

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<v Speaker 1>like different. Maybe that's an easy joy to make, but

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<v Speaker 1>it means that it's hard to hire the right people,

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<v Speaker 1>the right talent. I think that these oil majors struggle too,

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<v Speaker 1>is making sure that they are retaining the technology and

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<v Speaker 1>talent in house. So you hire people that that may

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<v Speaker 1>eventually leave, but you want to make sure that the

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<v Speaker 1>people who are working on these projects will be able

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<v Speaker 1>to sustain the scaling of the technology to completion. So,

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<v Speaker 1>for example, BP, as Claire mentioned, has an interesting approach

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<v Speaker 1>to this. They have set up an internal business group

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<v Speaker 1>called BP launch Pad and BP Launch Pads entire goal

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<v Speaker 1>is to hire small teams both externally and internally, to

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<v Speaker 1>take promising technology and scale it across the company, as

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<v Speaker 1>well as start to commercialize this technology and sell it

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<v Speaker 1>to its years. Which is an interesting approach because you

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<v Speaker 1>see oil companies that are very protective of their intellectual

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<v Speaker 1>property and of the data that they collect and what

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<v Speaker 1>they end up doing with that data. Obviously, if you

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<v Speaker 1>are able to achieve big efficiency games through these digital projects,

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<v Speaker 1>that is very valuable to your business and you might

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<v Speaker 1>not want to share that with your peers. But we

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<v Speaker 1>also see that commercializing technology is a way to scale

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<v Speaker 1>it across across the business. So is their goal in

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<v Speaker 1>sharing with their peers getting better data to make their

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<v Speaker 1>themselves more efficient or is it just simply a revenue

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<v Speaker 1>stream a lot of its um marketing incomes. I think

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<v Speaker 1>maybe this is be being cynical. I think a lot

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<v Speaker 1>of this stuff is if you're a big oil major,

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<v Speaker 1>there's a lot of disruption. As Hannah said, you're dealing

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<v Speaker 1>with that. He might go into power. You're dealing with it.

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<v Speaker 1>Maybe the threat of electric vehicles with regulation emissions and

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<v Speaker 1>so forth. A lot of the really big companies. I

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<v Speaker 1>think you're thinking about it like this is great pr

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<v Speaker 1>We are doing something new, innovative. We're using AI. Every

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<v Speaker 1>partnership we announced with Google gets tons of hits. We

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<v Speaker 1>love talking about this at conferences. Our CEO now can

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<v Speaker 1>go and talk about this new thing we're doing, and

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<v Speaker 1>it gives us a view of it just makes people

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<v Speaker 1>feel like we're the reasonally new and even innovative, and

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<v Speaker 1>if it helps to reduce safety concerns, right, which a

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<v Speaker 1>lot of this stuff is about safety of the minimum

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<v Speaker 1>and who work for them. A lot of it's about

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<v Speaker 1>CEO two emissions and tracking that better. It's about completing

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<v Speaker 1>wells faster, which is an environmental bonus. So that's my

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<v Speaker 1>cynical opinion. I think Hannah would probably a bit more

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<v Speaker 1>positive about their views, but I think I mean, I

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<v Speaker 1>guess you wrote about it. Well, it sounds to me

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<v Speaker 1>like it's also definitely revenue streams, maybe marketing within paer

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<v Speaker 1>groups in a way to engage more with customers who

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<v Speaker 1>are using your downstream products. So we see a lot

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<v Speaker 1>of the outward facing technology that oil majors are developing

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<v Speaker 1>in the form of mobile apps that allow them to

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<v Speaker 1>communicate better with their customers, to track retail sales at

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<v Speaker 1>their at their petrol stations, um and that type of

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<v Speaker 1>data collection and point of communicytion with their customers is

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<v Speaker 1>something that they see as as very valuable both consumers

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<v Speaker 1>like you or I who would drive the drive our

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<v Speaker 1>cars to a gas station me neither actually, or they're

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<v Speaker 1>they're larger commercial customers, like in like in maritime applications.

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<v Speaker 1>So another example of this is Shell has recently spun

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<v Speaker 1>out an application for its maritime customers called Acuport that

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<v Speaker 1>forecasts lubricant needs for ships entering and exiting ports so

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<v Speaker 1>that they can better better organize their supply chain to

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<v Speaker 1>meet the needs of their customers. Where the customers are

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<v Speaker 1>and when they need that lubricant, so'll be waiting for

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<v Speaker 1>them when they when they dock exactly pretty cool. So

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<v Speaker 1>if the oil companies can become tech companies, why is

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<v Speaker 1>this not spreading into other areas like utilities, which sort

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<v Speaker 1>of put that out. I think my gut is utilities

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<v Speaker 1>days themselves tech fans. I mean Portugaist the oil sector.

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<v Speaker 1>The oil companies were technology companies in sort of about

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<v Speaker 1>a decade ago. Due to I am Gen oil press

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<v Speaker 1>crashes and consolidation, a lot of them basically said, okay,

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<v Speaker 1>we're not going to own a tech we just want

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<v Speaker 1>Baker Hughes or Haliber not Smerdy to own this for us.

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<v Speaker 1>So now a lot of them actually really they own

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<v Speaker 1>the oil field and they have employees and they kind

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<v Speaker 1>of have the name of whatever it is. But actually

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<v Speaker 1>the technology of the exploration and the digging up of

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<v Speaker 1>the commodity is actually on the oil field services companies.

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<v Speaker 1>So I think a lot of these big oil majors

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<v Speaker 1>still see them all as tech firms because they were historically,

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<v Speaker 1>and they're now not so much. They're more asset owners

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<v Speaker 1>now and traders. I mean Shell. Most of Shell's business

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<v Speaker 1>is now selling stuff. It's not exploring. It's not any technology.

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<v Speaker 1>It's really transporting it to a gas station or selling

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<v Speaker 1>to shipping companies, and so they see those tech firms.

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<v Speaker 1>A lot of them I think have doted scientists anyway,

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<v Speaker 1>because they still like the idea of doing kind of

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<v Speaker 1>geoscience are stuff. Utilities are small at businesses. If your

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<v Speaker 1>utility that has twenty thousand employees, you're not gonna as

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<v Speaker 1>opposed to a hundred thousand employees, You're probably not going

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<v Speaker 1>to be thinking about this. Also, utilities outsourced so much.

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<v Speaker 1>I mean, they really don't mean I don't want to

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<v Speaker 1>diss them. They I don't think really like a grid

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<v Speaker 1>owner necessarily knows as much as like a Schneider Electric

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<v Speaker 1>might do about their grid. And I'll give a little

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<v Speaker 1>bit of a different perspective. I think oil companies also

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<v Speaker 1>have experience working with multiple partners at the same time.

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<v Speaker 1>So if you're doing an offshore project, you might have

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<v Speaker 1>fifty to a hundred different companies that are working with

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<v Speaker 1>you on the execution of that project, everything from food

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<v Speaker 1>services to the technology firm that's providing your underwater vehicle services.

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<v Speaker 1>But I think organizing all of these companies to orchestrate

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<v Speaker 1>a large project is something that oil companies have a

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<v Speaker 1>big advantage here, and and utilities may catch up in

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<v Speaker 1>this project organization and relationship organization, especially with lots of

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<v Speaker 1>small startup vendors, but oil companies have had the advantage

0:11:51.920 --> 0:11:54.000
<v Speaker 1>there for for a long time. At what point do

0:11:54.160 --> 0:11:56.880
<v Speaker 1>oil companies by the startup that they're working with or

0:11:56.960 --> 0:11:58.840
<v Speaker 1>how often does that happen, or do they leave them

0:11:58.880 --> 0:12:02.200
<v Speaker 1>as vendors or we haven't seen that. Match Shell has

0:12:02.240 --> 0:12:04.360
<v Speaker 1>brought up a couple of like distribut entity companies on

0:12:04.400 --> 0:12:07.360
<v Speaker 1>the power side, But with tech and oil, it's kind

0:12:07.360 --> 0:12:11.400
<v Speaker 1>of interesting. I think a lot of oil startups are

0:12:11.559 --> 0:12:14.839
<v Speaker 1>very specific, so they're not doing general AI. They're doing

0:12:15.040 --> 0:12:17.679
<v Speaker 1>AI on this one thing that tends to fail on

0:12:18.000 --> 0:12:21.760
<v Speaker 1>offshore rigs in the Gulf of Mexico. UM. So, as

0:12:21.800 --> 0:12:23.720
<v Speaker 1>Hannah was saying, a lot of oil companies are very

0:12:23.920 --> 0:12:26.480
<v Speaker 1>a lot of oil service providers a very specialist. So

0:12:26.559 --> 0:12:29.160
<v Speaker 1>if you are opening up a new well in West Texas,

0:12:29.200 --> 0:12:31.080
<v Speaker 1>you know who to go to for each of the things.

0:12:31.320 --> 0:12:33.440
<v Speaker 1>There's no one guy that's going to do everything for you.

0:12:34.040 --> 0:12:36.319
<v Speaker 1>I think it seems to be similar with startups. So

0:12:36.440 --> 0:12:39.320
<v Speaker 1>BP might work with Kelvin AI, for instance, on a

0:12:39.360 --> 0:12:42.840
<v Speaker 1>particular field UM that's interesting for them to do AI.

0:12:42.960 --> 0:12:45.000
<v Speaker 1>Put it to maintenance on they might never work with

0:12:45.000 --> 0:12:46.880
<v Speaker 1>them again because a lot of the fields are somewhere else.

0:12:47.280 --> 0:12:49.240
<v Speaker 1>I know if there's a regional play to it too.

0:12:49.360 --> 0:12:52.640
<v Speaker 1>I also don't think the vcs oil companies go for

0:12:52.760 --> 0:12:55.800
<v Speaker 1>acquisition necessarily. But do you have a different view on

0:12:55.800 --> 0:12:57.680
<v Speaker 1>the Hannah, No, I think you're right that that's not

0:12:57.760 --> 0:13:01.480
<v Speaker 1>something we see a lot of companies have focused a

0:13:01.480 --> 0:13:06.199
<v Speaker 1>lot on building out incubation centers for startups that they

0:13:06.240 --> 0:13:10.600
<v Speaker 1>find promising, but often that's to access their technology, not

0:13:11.040 --> 0:13:14.320
<v Speaker 1>um as a separate company, not to not to acquire them,

0:13:14.360 --> 0:13:17.360
<v Speaker 1>I think is what we've seen. Let's go back to

0:13:17.400 --> 0:13:21.120
<v Speaker 1>the PR for a second. So abus, Microsoft is your

0:13:21.520 --> 0:13:24.800
<v Speaker 1>Google cloud, right, they're building themselves as green you know,

0:13:25.000 --> 0:13:27.960
<v Speaker 1>moving us into the future, powering their data centers with

0:13:28.200 --> 0:13:30.960
<v Speaker 1>wind and solar. Yet they are helping on these oil

0:13:30.960 --> 0:13:35.880
<v Speaker 1>companies pump more oil. So is there is there cred intact? Yeah,

0:13:35.920 --> 0:13:37.880
<v Speaker 1>this is a great question because we're actually been having

0:13:37.920 --> 0:13:40.640
<v Speaker 1>some conversations with some some clients about this who want

0:13:40.679 --> 0:13:43.480
<v Speaker 1>to know how much, Yeah, how much is what they're

0:13:43.480 --> 0:13:47.480
<v Speaker 1>doing greenwash and ifs or Microsoft really wants to push

0:13:47.480 --> 0:13:52.920
<v Speaker 1>into renewables force for powering their data centers. But they're

0:13:52.960 --> 0:13:55.680
<v Speaker 1>using the data centers, which is that cloud computing to

0:13:55.800 --> 0:13:58.880
<v Speaker 1>help find more oil, Like, what is what is going

0:13:58.920 --> 0:14:00.440
<v Speaker 1>on there? And how are they commune? Not in a

0:14:00.480 --> 0:14:02.920
<v Speaker 1>PR way, they're not we actually, I mean kind I

0:14:02.960 --> 0:14:04.720
<v Speaker 1>share with me an article a month or two ago.

0:14:04.760 --> 0:14:07.800
<v Speaker 1>Now that kind of slamming aws because at their big

0:14:07.840 --> 0:14:11.199
<v Speaker 1>conferences they say oil is our major target as an

0:14:11.200 --> 0:14:13.560
<v Speaker 1>industry now moving away from consumer we kind of got

0:14:13.559 --> 0:14:16.920
<v Speaker 1>consumering retail down. They're a huge market share owner. I

0:14:17.040 --> 0:14:19.120
<v Speaker 1>want to move into industry. Oil makes sense for us.

0:14:19.120 --> 0:14:21.720
<v Speaker 1>This is what we're going to pursue. Their hiring in

0:14:21.760 --> 0:14:23.800
<v Speaker 1>the head of Google Cloud for energy as an x

0:14:23.840 --> 0:14:27.880
<v Speaker 1>BP guy. They're hiring people from industry, but yet you

0:14:27.880 --> 0:14:29.560
<v Speaker 1>don't see that much in their coms and PR. You

0:14:29.600 --> 0:14:33.120
<v Speaker 1>see a lot of the stuff around renewables procurement. Yes,

0:14:33.160 --> 0:14:36.800
<v Speaker 1>they're they're also a many headed company who can believe

0:14:36.840 --> 0:14:38.200
<v Speaker 1>a lot of things at the same time. And that's

0:14:38.200 --> 0:14:41.440
<v Speaker 1>probably okay. Everyone's like that. Um, I don't know, what

0:14:41.520 --> 0:14:44.160
<v Speaker 1>do you think? King of Oil companies have had some

0:14:44.240 --> 0:14:47.920
<v Speaker 1>of the largest supercomputers commercially in the world for years

0:14:47.920 --> 0:14:50.400
<v Speaker 1>and years and years. So this is the compute power

0:14:50.480 --> 0:14:52.560
<v Speaker 1>that they require, and the and the data storage if

0:14:52.560 --> 0:14:57.880
<v Speaker 1>they require, especially for the seismic exploration data that they acquire,

0:14:58.400 --> 0:15:02.280
<v Speaker 1>is the need to very large. So this is I

0:15:02.320 --> 0:15:05.720
<v Speaker 1>think cloud computing will be the way that these companies

0:15:06.040 --> 0:15:08.760
<v Speaker 1>fill that need eventually and are moving in that direction.

0:15:09.040 --> 0:15:13.720
<v Speaker 1>And quite frankly, if aws, Microsoft and Google don't serve

0:15:13.760 --> 0:15:17.280
<v Speaker 1>these industries, someone else will. And because of the amount

0:15:17.320 --> 0:15:19.400
<v Speaker 1>of data that they need and the compute powever they need,

0:15:19.440 --> 0:15:22.600
<v Speaker 1>it's a very large opportunity for for these cloud computing companies.

0:15:22.720 --> 0:15:24.960
<v Speaker 1>And actually they found power pretty hard. A lot of

0:15:25.000 --> 0:15:27.680
<v Speaker 1>startups and a lot of big tech firms look at

0:15:27.680 --> 0:15:30.320
<v Speaker 1>the utilities first, because power isn't a lot more strained

0:15:30.400 --> 0:15:35.200
<v Speaker 1>from just general market circumstances renewables, etcetera. But regulation has

0:15:35.240 --> 0:15:38.320
<v Speaker 1>really been a stimy. I mean in the US, utilities

0:15:38.320 --> 0:15:40.840
<v Speaker 1>can't pay for cloud computing and rate bas it. By that,

0:15:40.920 --> 0:15:43.520
<v Speaker 1>I mean they can't make a return on the investment.

0:15:44.120 --> 0:15:46.680
<v Speaker 1>If they buy their own data center and build it themselves,

0:15:46.840 --> 0:15:48.800
<v Speaker 1>they can make your return on that super expensive to

0:15:48.800 --> 0:15:50.920
<v Speaker 1>them to do and also why would they hire people

0:15:50.960 --> 0:15:52.880
<v Speaker 1>to do that, It's just not their business. If they

0:15:52.920 --> 0:15:57.680
<v Speaker 1>buy um computing capacity from Microsoft, they don't get any

0:15:57.680 --> 0:15:59.720
<v Speaker 1>return on that. They can do it obviously, but for

0:15:59.720 --> 0:16:02.280
<v Speaker 1>their ahold is it's not a good investment. The same

0:16:02.320 --> 0:16:05.880
<v Speaker 1>with working with some startups on software. They can't rebase

0:16:05.920 --> 0:16:08.720
<v Speaker 1>any software and that's been they say, that's been a

0:16:08.760 --> 0:16:11.320
<v Speaker 1>big barrier. There is some we actually wade about this

0:16:11.400 --> 0:16:13.920
<v Speaker 1>last year. There are some states looking at trying to

0:16:14.000 --> 0:16:16.240
<v Speaker 1>change that in the US, but oil companies aren't really

0:16:16.320 --> 0:16:21.280
<v Speaker 1>hindered by regulation in that sense, they completely. I would

0:16:21.320 --> 0:16:24.600
<v Speaker 1>love to talk about policy because some of the stuff

0:16:24.640 --> 0:16:28.000
<v Speaker 1>that Hannah's found out in a report is really interesting

0:16:28.040 --> 0:16:30.880
<v Speaker 1>about how policy has been a driver for innovation in oil,

0:16:31.440 --> 0:16:34.120
<v Speaker 1>not on the regulation side or actually on the regulation side,

0:16:34.160 --> 0:16:36.760
<v Speaker 1>I guess at that Quanore, but but especially thinking about China,

0:16:36.840 --> 0:16:39.200
<v Speaker 1>for instance, can you share a little bit about kind

0:16:39.200 --> 0:16:42.000
<v Speaker 1>of what Cinepex doing and how Chinese policy has really

0:16:42.000 --> 0:16:46.440
<v Speaker 1>impacted their strategy. Sure, so in China the government is

0:16:46.960 --> 0:16:51.440
<v Speaker 1>very interested in industrial technology and using some of the

0:16:51.480 --> 0:16:54.640
<v Speaker 1>technologies like AI that it's developed in other domains and

0:16:54.920 --> 0:16:57.600
<v Speaker 1>making sure that spreads to some of its valuable businesses.

0:16:58.160 --> 0:17:02.760
<v Speaker 1>So CINEPEC has act really partnered with Huawei in China

0:17:02.920 --> 0:17:07.760
<v Speaker 1>to develop a manufacturing platform and in industrial Internet of

0:17:07.800 --> 0:17:11.880
<v Speaker 1>things based manufacturing platform, and it hopes to sell that

0:17:11.920 --> 0:17:16.399
<v Speaker 1>platform to other manufacturing industries, so like refining, which is

0:17:16.400 --> 0:17:20.000
<v Speaker 1>cinepex main business, but other manufacturers as well in order

0:17:20.000 --> 0:17:23.800
<v Speaker 1>to spread that technology. So China actually identifies market leaders

0:17:23.920 --> 0:17:27.720
<v Speaker 1>in specific industries and mandates that they developed this technology

0:17:27.960 --> 0:17:31.960
<v Speaker 1>that that then they can disseminate to other other companies,

0:17:32.200 --> 0:17:35.320
<v Speaker 1>including their competitors. Do you see that elsewhere? Is it

0:17:35.359 --> 0:17:39.560
<v Speaker 1>just China? Well so, so I mentioned Equino earlier in

0:17:39.600 --> 0:17:43.400
<v Speaker 1>a way that the government in Norway has also been

0:17:43.440 --> 0:17:47.960
<v Speaker 1>pushing a little bit around environmental regulation, pushing UM Equino

0:17:48.080 --> 0:17:50.840
<v Speaker 1>to begin to think about sharing and its data or

0:17:50.880 --> 0:17:53.400
<v Speaker 1>publishing its data. So I could not actually dumped basically

0:17:53.440 --> 0:17:56.280
<v Speaker 1>on the Internet every single data point it has from

0:17:56.280 --> 0:17:59.600
<v Speaker 1>its fields in a way that people can use UM

0:17:59.640 --> 0:18:01.720
<v Speaker 1>and then and build this IoT platform. And I think

0:18:02.359 --> 0:18:04.840
<v Speaker 1>regulation played a part there, and they are beginning well

0:18:04.920 --> 0:18:07.160
<v Speaker 1>I don't know, I mean we think they will begin

0:18:07.240 --> 0:18:10.240
<v Speaker 1>to try and push pays to share too and to

0:18:10.280 --> 0:18:12.840
<v Speaker 1>maybe even use that platform. That's it's not entirely clear

0:18:12.880 --> 0:18:14.600
<v Speaker 1>what their strategy is there, but it sounds like that

0:18:14.640 --> 0:18:17.399
<v Speaker 1>could be something that is regulation driven. And definitely the

0:18:17.520 --> 0:18:20.920
<v Speaker 1>point on data sharing is really important because oil companies

0:18:21.040 --> 0:18:24.400
<v Speaker 1>have kept their data very, very close to the core

0:18:24.440 --> 0:18:27.080
<v Speaker 1>of their business for a long time. UM as I mentioned,

0:18:27.080 --> 0:18:32.240
<v Speaker 1>it's very valuable, but there's an increased awareness that actually

0:18:32.280 --> 0:18:37.640
<v Speaker 1>sharing data across different different companies or uh different fields

0:18:38.040 --> 0:18:43.080
<v Speaker 1>might actually illuminate more patterns and really enable more efficiency

0:18:43.119 --> 0:18:46.320
<v Speaker 1>when you're doing something like drilling in the North Sea.

0:18:46.560 --> 0:18:49.240
<v Speaker 1>So if you have data from equanor and and Shell

0:18:49.800 --> 0:18:54.480
<v Speaker 1>on their experience drilling and producing oil, there UM being

0:18:54.520 --> 0:18:58.720
<v Speaker 1>able to integrate that and then UM use that data

0:18:58.800 --> 0:19:01.640
<v Speaker 1>to build your own rolls of what the subsurface looks

0:19:01.680 --> 0:19:04.800
<v Speaker 1>like or what production conditions look like. That's very valuable

0:19:04.960 --> 0:19:08.120
<v Speaker 1>and Equinoar definitely has been on the forefront of opening

0:19:08.240 --> 0:19:10.520
<v Speaker 1>its its field data up to the public and to

0:19:10.680 --> 0:19:14.400
<v Speaker 1>researchers and to its competitors, even UM and I think

0:19:14.400 --> 0:19:17.479
<v Speaker 1>we expect that that will continue, that there will be

0:19:17.600 --> 0:19:24.200
<v Speaker 1>data exchanges and more shared use of technology, both data

0:19:24.240 --> 0:19:27.080
<v Speaker 1>and algorithms in the future future wind future, this year,

0:19:27.160 --> 0:19:30.480
<v Speaker 1>next year, five years. First the oil companies need to

0:19:31.000 --> 0:19:34.000
<v Speaker 1>organize their data. Maybe maybe five years's it. There's an

0:19:34.000 --> 0:19:36.879
<v Speaker 1>interesting trend that's a bit utilities and oil companies are

0:19:36.880 --> 0:19:40.840
<v Speaker 1>similar in a way, and often they react to market conditions.

0:19:40.880 --> 0:19:43.240
<v Speaker 1>And what we've seen in utilities is the most forward.

0:19:43.280 --> 0:19:46.159
<v Speaker 1>The utilities around digitalization are your n ls n g

0:19:46.359 --> 0:19:48.359
<v Speaker 1>s who are in Europe. They have a lot of solo,

0:19:48.400 --> 0:19:50.880
<v Speaker 1>a lot of wind, a lot of customer chain, rooftop

0:19:50.920 --> 0:19:52.959
<v Speaker 1>solar things and regulation and they're the ones that are

0:19:53.000 --> 0:19:55.520
<v Speaker 1>really saying we have to do this tech because if

0:19:55.520 --> 0:19:59.520
<v Speaker 1>we don't kind of screwed. And with oil we've seen

0:20:00.040 --> 0:20:02.679
<v Speaker 1>like the shale revolution in the US and a huge

0:20:03.320 --> 0:20:07.719
<v Speaker 1>rush of small companies that are pretty interesting UM oil

0:20:07.720 --> 0:20:11.360
<v Speaker 1>companies moving into Texas for instance, and being to think,

0:20:11.359 --> 0:20:13.159
<v Speaker 1>how do we get shale out of the ground quicker.

0:20:13.440 --> 0:20:17.080
<v Speaker 1>The amazing technology revolution in the last twenty odd years

0:20:17.160 --> 0:20:20.600
<v Speaker 1>or fifteen years has been the shale revolution. And what

0:20:20.640 --> 0:20:24.120
<v Speaker 1>we've seen is digital technologies be adopted by those companies

0:20:24.160 --> 0:20:28.800
<v Speaker 1>first excellent, slow moving big company. They're adopting cloud computing

0:20:28.800 --> 0:20:32.560
<v Speaker 1>in Microsoft, but in their shale fields particularly. So there's

0:20:32.560 --> 0:20:35.400
<v Speaker 1>some companies who are doing more revolutionary stuff around tech

0:20:35.880 --> 0:20:37.760
<v Speaker 1>in the areas that need it most, which is shale

0:20:38.720 --> 0:20:42.120
<v Speaker 1>right now. UM And to Hannah's point there, I think

0:20:42.119 --> 0:20:44.200
<v Speaker 1>we're going to see data sharing their first We're already

0:20:44.240 --> 0:20:47.280
<v Speaker 1>beginning to see companies, small companies trying to get data

0:20:47.320 --> 0:20:50.520
<v Speaker 1>shared across shale fields, trying to use me blockchain or

0:20:50.600 --> 0:20:54.600
<v Speaker 1>some form of distributed ledger to help companies securely upload data,

0:20:54.800 --> 0:20:58.320
<v Speaker 1>to sell data, to have this platform and this environment

0:20:58.560 --> 0:21:02.200
<v Speaker 1>that for now may only be in Texas because that's

0:21:02.200 --> 0:21:04.159
<v Speaker 1>where it's needed, because all these wells, they just need

0:21:04.200 --> 0:21:06.800
<v Speaker 1>to share so much data what's going on because it's confusing.

0:21:06.840 --> 0:21:10.040
<v Speaker 1>Everyone is different. There's no conventional understanding geoscientist when we

0:21:10.119 --> 0:21:13.480
<v Speaker 1>work there. And that's really interesting. So I think, yes, now,

0:21:13.800 --> 0:21:16.920
<v Speaker 1>data sharing for maybe areas that need it, but areas

0:21:16.960 --> 0:21:20.040
<v Speaker 1>where like where Equino is or in the Gulf Mexico,

0:21:20.200 --> 0:21:23.920
<v Speaker 1>or and then somewhere else whereas one company owns the

0:21:24.080 --> 0:21:27.360
<v Speaker 1>entire mileage, maybe not so much. And and a key

0:21:27.400 --> 0:21:32.359
<v Speaker 1>follow to that is that greenfield projects will inherently have

0:21:32.560 --> 0:21:37.480
<v Speaker 1>more technology and the most updated sensors and communication gateways

0:21:37.760 --> 0:21:41.320
<v Speaker 1>built in. And so we see that green field projects

0:21:41.800 --> 0:21:46.560
<v Speaker 1>are often equipped with a lot more data gathering capability

0:21:46.960 --> 0:21:51.240
<v Speaker 1>than you know, the cost of retrofitting an oil rig

0:21:51.280 --> 0:21:55.160
<v Speaker 1>with sensors and and communication networks, it's very expensive. So

0:21:55.320 --> 0:21:59.639
<v Speaker 1>we definitely expect that the digital technology will follow the

0:22:00.160 --> 0:22:03.480
<v Speaker 1>process and more hardware technology that Claire was mentioning, especially

0:22:03.520 --> 0:22:06.359
<v Speaker 1>around shale. What is the one thing that you'd like

0:22:06.359 --> 0:22:08.520
<v Speaker 1>readers to take away from this report. I think for

0:22:08.600 --> 0:22:13.960
<v Speaker 1>oil majors, digital is no longer a function that's just

0:22:14.359 --> 0:22:19.440
<v Speaker 1>shoved away into the I T business groups, that it's

0:22:19.480 --> 0:22:25.080
<v Speaker 1>become of a huge strategic priority for executives at these

0:22:25.119 --> 0:22:29.200
<v Speaker 1>oil companies to make sure that technology is spreading from

0:22:29.240 --> 0:22:32.480
<v Speaker 1>their upstream through their downstream operations, that they're able to

0:22:32.520 --> 0:22:36.280
<v Speaker 1>integrate these pilot projects and proof of concept projects that

0:22:36.320 --> 0:22:39.879
<v Speaker 1>they have developed over the last several years and able

0:22:39.920 --> 0:22:44.359
<v Speaker 1>to integrate that into a larger enterprise wide strategy. So

0:22:44.400 --> 0:22:46.439
<v Speaker 1>we see a lot of companies that are partnering with

0:22:46.840 --> 0:22:50.640
<v Speaker 1>cloud company or cloud computing companies in order to achieve that,

0:22:51.000 --> 0:22:55.840
<v Speaker 1>But we also see a lot of internal reorganization around

0:22:56.000 --> 0:22:58.159
<v Speaker 1>around the digital topic. Do you feel like this is

0:22:58.280 --> 0:23:00.920
<v Speaker 1>defensive or offensive to keep up with the times already

0:23:00.920 --> 0:23:02.560
<v Speaker 1>get ahead of the curve depends on the company that

0:23:02.600 --> 0:23:06.280
<v Speaker 1>you're talking about. There's certainly certainly companies like Equinoor and

0:23:06.359 --> 0:23:10.280
<v Speaker 1>VP are using this as a way to um really

0:23:10.600 --> 0:23:13.160
<v Speaker 1>get ahead of their peers UM and then you see

0:23:13.280 --> 0:23:16.840
<v Speaker 1>other companies who are, although maybe a little bit more

0:23:16.840 --> 0:23:20.240
<v Speaker 1>cautious with the technologies that they're adopting, not looking quite

0:23:20.240 --> 0:23:24.600
<v Speaker 1>as far in the future and adopting more mature technologies.

0:23:24.760 --> 0:23:27.600
<v Speaker 1>We see those companies as trying to keep up with

0:23:27.640 --> 0:23:31.560
<v Speaker 1>their their peers and adopt what's available today instead of

0:23:31.600 --> 0:23:34.320
<v Speaker 1>thinking further down the line. What I would say is,

0:23:34.640 --> 0:23:37.679
<v Speaker 1>please read this report. Whoever is listening to this, who

0:23:37.760 --> 0:23:41.480
<v Speaker 1>has been a subscription, It's really cool. There's an amazing UM.

0:23:41.760 --> 0:23:43.320
<v Speaker 1>But with something we're trying out as a team is

0:23:43.320 --> 0:23:47.639
<v Speaker 1>to think about how you UM judge company strategy. The

0:23:47.720 --> 0:23:49.880
<v Speaker 1>key takeaway from me if this report is every oil

0:23:49.880 --> 0:23:53.600
<v Speaker 1>company is different. Personality of the oil company matters massively.

0:23:54.080 --> 0:23:56.679
<v Speaker 1>They're very top down managed, so personality of the CEO

0:23:56.880 --> 0:23:59.639
<v Speaker 1>for instances as small a thing as that could truly

0:23:59.680 --> 0:24:01.200
<v Speaker 1>direct the way a company goes. You've seen that with

0:24:01.240 --> 0:24:04.960
<v Speaker 1>BP and x ON through the years. This report quantifies

0:24:05.040 --> 0:24:07.919
<v Speaker 1>and in a way the strategy of every company and

0:24:07.960 --> 0:24:11.080
<v Speaker 1>shows that every oil company could go about things entirely

0:24:11.119 --> 0:24:13.520
<v Speaker 1>differently and it's still not be the wrong way. They

0:24:13.520 --> 0:24:17.440
<v Speaker 1>could entirely outsource everything and it could be great or

0:24:17.480 --> 0:24:19.240
<v Speaker 1>they could insource everything. How a ton of dy to

0:24:19.280 --> 0:24:23.080
<v Speaker 1>scientists build out entire new apps and technologies and actually

0:24:23.160 --> 0:24:25.160
<v Speaker 1>lose their way, or that all could be great. I mean,

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<v Speaker 1>so the way we've tried to build this is a

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<v Speaker 1>strategy mapper tool kind of helps readers see where each

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<v Speaker 1>of these majors are and where they could go. And

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<v Speaker 1>we we stopped short of giving advice, but I think

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<v Speaker 1>it's a really nice way of trying to illustrate how

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<v Speaker 1>personality makes a difference. Anna Claire, thanks for joining us.

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<v Speaker 1>That was really fun. Thanks for having us fun. Thanks.

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