With six locations and a rapidly expanding international presence, WestWood faced growing complexity in managing siloed data and keeping up with ever-evolving compliance requirements. The company鈥檚 small product safety team was stretched thin, struggling to maintain manual processes and ensure the highest standards across teams and departments. To better serve customers and streamline its operations, WestWood set out to find an integrated, automated solution.

To address these challenges, the German construction company adopted a comprehensive suite of cloud solutions, services, and learning resources to accelerate its digital transformation.

Working together with听麻豆原创 gold partner , WestWood implemented and . WestWood unified business processes, standardized information management, and automated workflows across the company. This integrated approach made critical data accessible to all relevant teams, helping WestWood stay ahead of compliance regulations and support sustainable growth.

Automating product safety for innovation and growth

鈥淲e wanted a solution that automated important steps of our product safety processes and was flexible, so we can evolve our workflows as compliance standards change and our company expands into new markets and regions with dynamic requirements,鈥� explained Martin Wegner, product safety manager at WestWood.

The flexibility of WestWood鈥檚 products has spurred innovation, such as the growing trend of green roofs, which require robust waterproofing. 鈥淚t鈥檚 becoming increasingly popular to grow plants on roofs, creating a 鈥榞reen roof鈥� that is environmentally friendly and improves air quality,” Wegner added. “New construction trends such as this encourage us to continuously innovate.鈥�

Given that many of WestWood鈥檚 protective, decorative, and slip-resistant finishes require special handling, product safety and compliance are mission-critical. Previously, these processes were manually and fragmented across departments, making it difficult for the small team to keep up with changing regulations.

Harnessing automation for superior customer service

With , WestWood automated the delivery of product safety information. Now, every customer automatically receives up-to-date safety data sheets with their orders, and these updates can be sent instantly to all previous customers, ensuring safe and compliant use of WestWood products. Previously, this was a time-consuming manual process. Thanks to the automated customer service process, now over 24,000 e-mails are sent automatically each year, saving time and ensuring compliance.

鈥淎utomating this process is an amazing time-saver,” Wegner noted. 鈥淚t makes our lives so much easier and helps us ensure the latest safety and usage instructions are reliably available to our customers.鈥� Centralized data management also provides a continuously updated, auditable track record of all product safety activities.

Automation has also improved internal processes. The product safety team now receives automated notifications whenever product safety information is needed and can easily support multiple languages and fulfill local compliance requirements and regulations.

According to Wegner, 鈥淎s we expand into new markets, the built-in internationalization features of 麻豆原创 S/4HANA will be crucial to our success and help us deliver outstanding customer service and support sustainable processes in compliance with local regulations.鈥� This enables WestWood to have faster, more practical management of customer orders for around 10 users across 3 departments, supporting the innovative company鈥檚 global expansion.

鈥淭hanks to 麻豆原创 S/4HANA for product compliance, it is impossible to forget things,” Wegner said. “No information gets delayed in communication between departments, and customers instantly receive the latest safety and usage information for our products.鈥�

Streamlining workflows and supporting sustainability

With 麻豆原创 S/4HANA Cloud Public Edition, and support from Innovabee, WestWood no longer needs to run on-premises IT systems and can focus on adding value for its customers.

Building on the success of its implementation, WestWood plans to further streamline its operations. The ambitious company aims to consolidate two systems for dangerous goods management into a single 麻豆原创 application. They are also planning to fully automate label printing, which is an important step as new regulations require larger font sizes and more detailed information. Automatic label printing based on existing product data will optimize management, eliminate redundancies, and save significant time and effort.

WestWood is also committed to sustainability. By reducing paper use and leveraging integrated solutions from 麻豆原创, the company is expanding its sustainability management and reporting capabilities. Streamlining and automating compliance with documentation and labeling guidelines, as well as managing hazardous chemicals, allows WestWood to protect the environment at every stage — from production plants and warehouses to end customers.

Improved insights and reporting are also helping WestWood future-proof its business and stay competitive in an industry shifting toward greater environmental, social, and governance transparency.

To learn more, read WestWood’s customer story: .

Its equipment and personnel operate in some of the harshest environments on Earth. Every piece of equipment is vital for safe, efficient operations; even minor failures can cause significant downtime, production losses, or safety risks.

Maintenance costs for oil, gas, and energy companies are substantial, involving helicopters, specialized technicians, and strict safety protocols. A single maintenance trip can cost hundreds of thousands of euros, while unplanned downtime can result in millions in losses.听听

Recognizing these challenges, Aker BP decided to embrace digitalization to improve efficiency and safety. Its goal was to build an infrastructure where equipment could communicate its needs proactively, alerting operators well before problems occur.听

To realize this vision, Aker BP implemented as a hub for condition-based maintenance (CBM). In partnership with , the company leveraged and (麻豆原创 BTP) as well as artificial intelligence and machine learning to automate maintenance and enable predictive, data-driven decision-making.听

Vision behind Aker BP鈥檚 digital ambitions

Within the company, the key challenge was not just collecting data but making it actionable. Knowing the importance of digitalization, Aker BP decided to deepen the understanding of available data and use it effectively for informed decision-making while ensuring thorough documentation of these decisions.

鈥淚n Aker BP, we have a strong ambition to modernize and digitalize the way we work,” shared Torben Kristensen, Advanced Reliability engineer at Aker BP. “It is not just an ambition, it is a necessity.鈥�

Operating Normally Unmanned Installations (NUIs), Aker BP required robust monitoring solutions to gain clear insights into system health and to anticipate maintenance tasks ahead of time. This proactive approach was crucial given the remote and automated nature of the company鈥檚 facilities. 

Aker BP knows that automation is integral to achieving these objectives. The company decided to automate the processing and management of the decisions made in the previous steps to enhance efficiency and accuracy.听

Putting plan into action

The foundation of the project was the use of 麻豆原创 Asset Performance Management to create a robust CBM hub. To meet Aker BP鈥檚 unique needs, the team leveraged standard building blocks from 麻豆原创 BTP to extend 麻豆原创 Asset Performance Management with the asset data onboarding application to manage data ingestion and integrate third-party alerts.听

The challenges were efficiently collecting and processing time-series data and real-time alerts. With the assistance of Lighthouse, the team developed a custom onboarding application to streamline the data ingestion process for smooth integration and accurate real-time monitoring.听听

鈥淥ur goal is to establish a comprehensive maintenance strategy that eliminates unknown breakdowns on critical equipment,” explained Kim Alexander J酶rgensen, operations manager for Reliability and CBM at Aker BP. “By leveraging real-time data and condition-based maintenance, we aim for zero unknown failures, ensuring optimized reliability across our operations.鈥�

Using the data from 麻豆原创 S/4HANA allows engineers to fine-tune how thresholds for various assets are set; alerts are only triggered when necessary, avoiding interruptions. This integration meant that the system was always working with accurate, up-to-date information, which is critical for timely and effective decision-making.听

Recognizing the value of third-party specialist systems that had years of accumulated knowledge about specific equipment, Aker BP focused on integrating alerts and events from these systems into the 麻豆原创 Asset Performance Management hub. This integration allowed Aker BP to benefit from external expert data without duplicating efforts, with maintenance responses based on real-time information.听

The condition monitoring was handled in silos by different specialist systems, leading to inefficiencies and manual processes. The team created a unified overview page on 麻豆原创 BTP that consolidates data ingestion, alert management, and monitoring in one place, allowing engineers to manage alerts more efficiently and ensure that responses are timely and well coordinated.听

Seamless user experience meets workflow efficiency

With the CBM hub, engineers now have a comprehensive view of system activities at their fingertips. The heartbeat overview continuously monitors both core and third-party systems, making sure they are operational and providing confidence in the reliability of the data. This also allows engineers to quickly detect any issues that may arise during the data ingestion process.听

Alerts from multiple sources offer details on system health, maintenance needs, or potential failures. Presented hierarchically, these alerts help users prioritize and easily access the most relevant, actionable information. 

The 2020 migration to 麻豆原创 S/4HANA was a key milestone, enabling integration of various 麻豆原创 applications with 麻豆原创 Asset Performance Management. This links alerts from asset performance management to business processes like work orders and notifications. For example, an听 麻豆原创 Asset Performance Management alert triggers an notification with context-specific data, allowing immediate action without switching systems.听

Integration with third-party systems adds further context, including links to original alerts in source systems for deeper analysis. By centralizing maintenance data, Aker BP has integrated multiple 麻豆原创 applications into 麻豆原创 Asset Performance Management, facilitating seamless workflows and supporting the growing scale and complexity of operations.听

Fine-tuning was essential after implementation, as alerts were initially too frequent. The team introduced a 鈥渕ass close鈥� feature to categorize multiple alerts as false positives or data anomalies, maintaining transparency by recording closure reasons and enhancing future learning. Additionally, engineers can now add comments to alerts, documenting and sharing findings directly within the system. 

Business benefits and what lies ahead for Aker BP 

麻豆原创 Asset Performance Management has provided significant business value to Aker BP, including increased operational efficiency through automated monitoring and maintenance, which allows engineers to focus on critical tasks. Cost savings have been achieved through reduced emergency repairs and lower operational expenses, and real-time monitoring improves safety by identifying potential issues before they escalate, particularly in high-risk environments.听

The company implemented proactive maintenance, driven by AI and machine learning, and now can estimate potential failures, which has helped the company to minimize downtime and extended the asset lifespan. The system’s centralized data — integrated with 麻豆原创 S/4HANA — enhances data accessibility and interpretation, while its scalability means it can handle Aker BP鈥檚 growing operations.

鈥淔or our new project, ‘Yggdrasil,’ starting up in 2027, this solution is a prerequisite,鈥� said Terje Lindrupsen, senior maintenance engineer at Aker BP.

The company plans to expand this solution to all of its brownfield and greenfield installations, and also plans to transition to the latest Internet of Things (IoT) capabilities in 麻豆原创 Asset Performance Management, embedded IoT, in 2025, enabling even more advanced real-time monitoring capabilities.听听

Daniela Haldy-Sellmann, global VP and head of Energy & Utilities Industries at 麻豆原创, spoke about key trends and the role of new technologies and gave her take on the future of the utilities sector.

Q: What do you see as the challenges and opportunities for the energy sector today?

A: In Germany and across Europe, we have a decentralized market in which a variety of players generate, transmit, distribute, and supply power. The challenge for energy suppliers is to make their pricing and services more attractive. So they are no longer just selling electricity or gas, they are also focusing on building customer loyalty and on fostering interaction between themselves and their customers. As for consumers, they want transparency about whether the electricity they are using really is 鈥済reen,鈥� and whether they can produce energy themselves鈥攂y installing solar panels, for example.

Energy suppliers are completely rethinking their offerings as a result, which is also putting pressure on their competitors to become true market leaders and to align their offerings with those of conventional retailers. On the distribution side, we are seeing how more and more energy is being generated outside the grid and then being fed into it鈥攆rom smaller sources such as residential solar installations to large, new B2B plants. The energy market is in a period of disruption, which is inevitably affecting energy prices and driving the need for products and services that are viable in the long term. With energy providers’ profit margins shrinking dramatically, additional energy services will become their main source of income.

Decentralization was one of the major talking points at the conference. In that context, could you explain what 鈥渄istributed energy resources鈥� are?

Traditionally, our energy has been generated in large, centralized power plants and sent鈥攊n one direction, via a transmission system operator and distribution system operator鈥攖o consumers. In the future, the flow of energy will be bidirectional, because now, in addition to large conventional generation plants and a growing number of sustainable alternatives such as onshore and offshore wind parks and solar parks, we also have consumers who produce their own energy and feed it into the grid. (DER) refers to the assets that consumers and businesses have for generating power and distributing it through a grid that, in the future, will allow that energy to flow in two directions rather than one.

How does 麻豆原创 help suppliers manage distributed energy resources?

Our enterprise resource planning (ERP) system can already cover all of a company鈥檚 core processes. For transmission and distribution system operators, that means all of their network assets, including power grids, generation plants, and substations, right up to the point of consumption. What we at 麻豆原创 are now doing is providing transparency for meter operators, grid operators, and energy providers about the systems and devices consumers have installed in their homes. This data used to be highly unstructured. Now, thanks to our measurement concept management component, energy providers can map data for consumers who have an EV charger, solar panels, battery storage, or a heat pump, and use it to plan their capacity. They know, for instance, how much power a solar installation generates and what its maximum capacity is. So when a surplus occurs, they can remove any excess power from the grid or, in the event of a shortage, have their customers feed more energy into it. Depending on the scenario, the 麻豆原创 software can analyze meter data from the cloud, format it, and make it available. Energy providers integrate this data into their DER platform to provide transparency about consumption and to allow an appropriate level of control over the power entering and leaving the grid.

Which solutions does 麻豆原创 offer for managing sustainability goals and compliance?

麻豆原创鈥檚 sustainability portfolio is extensive. It provides answers to questions such as 鈥淲hat are my supply chain emissions?” and “What emissions does a specific product I supply or manufacture produce?鈥� Having this information means that, first, companies have proof for an auditor of the precise emission values per product. And second, that they can track those emissions to see, for example, how the values change. They can show that they use various technologies, that their products meet all the current environmental, social, and governance (ESG) standards, and that they can prepare not only consolidated financial statements but consolidated emissions reports as well. Here, 麻豆原创 offers and . Then we have the 麻豆原创 Green Token solution and , which aligns carbon and financial data.

Did 麻豆原创 present a use case at the conference?

Yes. We presented the , which can show me exactly how much energy is being generated overall, how much I am producing, and how I can use it. Whether you鈥檙e a consumer, an energy provider, or a transmission system operator, you want an accurate picture of how much energy you have available, or need, to keep the power supply in the area or region you cover stable鈥攂ecause that鈥檚 what matters most.

What is 麻豆原创鈥檚 strategy for utilities?

We help our customers migrate from their existing 麻豆原创 ERP Central Component (麻豆原创 ECC) and 麻豆原创 S/4HANA IS-U systems to a cloud-based to help ensure that they have a consistent data layout. The standardized digital core with 麻豆原创 S/4HANA is complemented by flexible cloud solutions for customer management and more.

The transition in the energy industry is also about shifting toward a greater reliance on renewable energy, phasing out fossil fuels, and helping companies in the sector diversify their product and service portfolios. We are seeing, for example, more and more oil and gas companies expanding into biodiesel and other biofuels. We’re seeing new carbon capture technologies emerge and huge investments in hydrogen, though these need to increase dramatically. And that is exactly what 麻豆原创鈥檚 strategy is designed to support by providing an application landscape with a clean core model in which the latest innovations can be readily adopted.

What excites you the most about working at the intersection of technology, sustainability, and the utility industry?

I鈥檝e had jobs in many different industries, including automotive, manufacturing, high tech, and healthcare. But the energy sector is where I see the most collaboration and the most disruption. If you look at the net-zero and carbon-neutral targets that we need to achieve in Germany, Europe, and worldwide, and at the money being poured into renewables and green bonds, this is an industry with enormous opportunities for growth and investment. Technology is the backbone of everything, and we at 麻豆原创 are contributing to the energy transition not only by simplifying processes for consumers, but also by developing technologies that fundamentally change the options that are open to them.

This article also appeared on the German 麻豆原创 News Center.

As the company expanded, ONTRAS sought better visibility across its operations, especially those carried out by service providers. Manual communication interfaces led to information loss, hindering operational efficiency and service quality. To address these challenges, ONTRAS aimed to improve field operations with offline capabilities, ensuring better data integrity for uninterrupted operations and much faster response times.

After thorough research, the German utility company implemented smart forms within to capture and monitor real-time data from its field operations. supported ONTRAS throughout the implementation process, serving as the interface to 麻豆原创 and customizing and enhancing 麻豆原创 Field Service Management, including customizing the 麻豆原创 Field Service Management, connector for 麻豆原创 ERP, in order to meet the company鈥檚 specific requirements.

Faster process runtime with improved data visibility at ONTRAS

Working with a large external staff and a dispersed system led to a significant data gap.

Ines Kurmies, an 麻豆原创 specialist at ONTRAS, explained: “Our internal staff extracted data from 麻豆原创, while external staff used a manual Excel logging process, which made it difficult to understand the status of orders.鈥�

The external staff was receiving the orders through the 麻豆原创 system, but it was not possible to track their work. Feedback was received within the 麻豆原创 system only after completion, and the logs were uploaded to 麻豆原创, which meant the company lacked visibility into the steps in between.

ONTRAS needed a solution to maintain maintenance plans and functional locations within 麻豆原创 while providing access to external service providers via an interface. The company sought comprehensive data integration and a single source of truth with real-time data monitoring.

With the full integration of logs and smart forms, ONTRAS can now guide technicians through tasks, capture data, and provide a structured way to document the inspection process in real-time. Integrating these disparate systems created a single source of truth, helping the company eliminate inefficiencies and data gaps, enabling faster process runtime.

鈥淲ith the full integration of logs and smart forms, we achieved a much faster checklist revision,鈥� Eva Scholl, a maintenance engineer at ONTRAS, shared. 鈥淣ow we have an end-to-end digital process, so the process runtime in itself is one of the greatest benefits.鈥�

Real-time data and comprehensive tracking are crucial for preventative maintenance, rapid response to issues, and compliance.

During a gas pipe fitting inspection, the company’s system creates an order dispatched to a service provider, the responsible specialist, who then assigns it to an assembler. The assembler inspects the fittings, logging their work using smart forms in 麻豆原创 Field Service Management. This information is sent back to the responsible specialist, who reviews and completes the order. Finally, an audit report is generated as a PDF and transferred to 麻豆原创 Plant Maintenance Rapid Mart, where the company can view and process the inspection results. Without this real-time data flow, a faulty fitting might go unnoticed, leading to a gas leak and potential safety hazard.

The company can see what order is dispatched when it is processed and what the status is.

鈥淣ow, field sales representatives have more information and experience less information loss because they directly see the order from us — exactly what we want to see,鈥� Scholl added. 鈥淧reviously, there was a manual communication interface, which inevitably led to information loss.鈥�

Running safe, efficient, compliant operations in remote and challenging environments

For utility companies, inspecting and maintaining natural gas pipelines in remote rural areas is crucial. These locations often suffer from unreliable internet connectivity, leading to potential data gaps.

ONTRAS has significantly improved its field operations by implementing offline capabilities. Technicians can now conduct inspections, record findings, and complete digital checklists directly on their mobile devices on-site, even without internet access. Once back in an area with connectivity, all data automatically syncs to the central system, updating records and informing supervisors of completed work.

鈥淲ith 麻豆原创 Field Service Management, there is the app that can be connected to all applications,” Kurmies added. “We achieved the broadest coverage of our use cases for the first time, with many already covered by the standard product.鈥�

As the company continues to grow, the German Association of Gas and Water Compartments regulations are a central component, implemented to guarantee the technical security of the installations and the security of supply.

With 麻豆原创 Field Service Management, the company can now operate offline remotely without internet coverage and maintain the patching and checklist functions. This is especially important for technicians in remote areas lacking internet connectivity. Technicians must adhere to strict safety protocols and document every step. Offline checklists and patching functions ensure that no steps are missed, even in remote locations.

鈥淭his was the big challenge that we are also becoming more and more digital,” Kurmies further explained. “You also want to provide digital protocol templates and we simply reached our limits.鈥�

Convista played a crucial role in guiding the company through the 麻豆原创 implementation process, acting as the interface between 麻豆原创 and the company while adjusting 麻豆原创 Field Service Management to meet ONTRAS鈥� specific needs.

Heiko Winkler, IT manager at ONTRAS, highlighted the reliability and commitment of Convista as an implementation partner: “Convista is an exceptionally reliable and committed partner. Even in the second phase of the project, which was initially considered high-risk, their expertise and dedication ensured a successful implementation.”

Winkler noted the significant creativity applied to advising on the implementation, especially considering the initial uncertainty about its feasibility.听Additionally, the company collaborated with for the technical implementation of the 麻豆原创 Field Service Management, connector for 麻豆原创 ERP, and made several adjustments to the setup and error messages. The entire implementation took approximately a year and a half.

The company currently uses 麻豆原创 ERP Central Component and is transitioning to , having already implemented 麻豆原创 Field Service Management. Winkler noted that they strategically rely on cloud products: 鈥淥ur philosophy is not cloud only, but cloud first.鈥�

ONTRAS aims to advance further with smart forms and continue to expand its 麻豆原创 S/4HANA implementation in the near future.

.

The boot camp focused on addressing and analyzing the real challenges faced by the company鈥檚 work order coordinators to optimize their daily work experience and routines.

The challenge: A fragmented, manual process

Before the boot camp, badenovaNETZE’s work order coordination was a fragmented mix of tools and processes. Coordinators were juggling 麻豆原创 software, custom programs from SmartService Solutions, and basic applications like Word and Excel to complete their tasks. The status quo resulted in a couple of challenges to address and optimize:

• Improve user experience: The existing interface was difficult to navigate, leading to user frustration and reduced productivity.
• Avoid manual processes: Coordinators had to both transfer information across multiple systems and update data manually, making routine tasks time-consuming and prone to errors.
• Reduce error rate: The repetitive, manual tasks increased the risk of data entry errors, causing delays and additional workload.
• Increase transparency: With limited visibility into work order statuses, coordinators spent a lot of time tracking down information and monitoring progress.

The solution: A hands-on transformation

The company participated in a four-day 麻豆原创 Fiori Makers boot camp, bringing together customer end users, IT teams, and partners. The focus of the boot camp was to improve the usability of the work order cockpit by transitioning from manual tasks and workarounds to an 麻豆原创 app prototype as a tangible starting point. It aimed at implementing process automation, incorporating dashboards, enhancing the user experience, and reducing error rates.

The boot camp provided badenovaNETZE with the tools and an open, agile workshop format needed to tackle these challenges. Based on this close collaboration with the company鈥檚 coordinators, the 麻豆原创 team developed customized solutions that streamlined processes and the final outcome. 鈥淭he beauty of our boot camps is that we get to know and truly understand the challenges of our end users,鈥� 麻豆原创 UX Designer Christina Salwitzek summarizes. 鈥淭ogether with the end user and from the beginning, we designed and developed a more efficient solution for this complex workflow.鈥�

The objectives

badenovaNETZE faces operational challenges when managing numerous customer requests in metering, including meter replacement, installation, and removal. Together, the teams set ambitious yet achievable objectives to ensure long-term success. Operational readiness by 2025 was the top priority, with a clear goal of transitioning to an optimized, future-proof system in the first half of the new year.

To support this transition, the boot camp helped increase 麻豆原创 technology knowledge and development skills within the badenovaNETZE team. The team is now prepared to maintain, adapt, and expand the new solution as their needs evolve. 鈥淲hat surprised me the most is that we actually made such good progress together and that everybody was able to contribute something,鈥� says Paulina Deren, order coordination advisor at badenovaNETZE.

Finally, the team established a prioritized road map鈥攁 clear, phased approach designed to guide the customer through each stage of the transformation, enabling a smooth journey from concept to realization. The 麻豆原创 Fiori Makers team included three UX designers, an 麻豆原创 Fiori elements front-end developer who brought the visual designs to life, and a backend developer specializing in the 麻豆原创 Cloud Application Programming Model framework to help ensure robust, scalable functionality. The team was guided by Andreas Spahn, principal technology & innovation manager from the 麻豆原创 Services team, who moderated the boot camp and facilitated collaboration. 鈥淲hat makes 麻豆原创 Fiori Makers so special is that we have one problem statement and we have one team to analyze today鈥檚 problem with the end user and solve it,鈥� he says. 鈥淭his involves experts from technology, design, and development.鈥�

The experience

A core element was the creation of a user-centric and future-focused design for a new work order cockpit. The team used design thinking techniques in combination with the capabilities of 麻豆原创 Fiori, 麻豆原创 Fiori elements, and 麻豆原创 Business Technology Platform (麻豆原创 BTP) to get started. Being one of Germany’s largest regional suppliers of electricity, natural gas, heat energy, and water, badenova already used 麻豆原创 BTP for integration scenarios and started using it for application development with this project.

For its intuitive, streamlined interface, the team conducted a thorough feasibility assessment to validate the proposed solution’s technical and operational viability. They then rapidly co-created and prototyped solutions in close collaboration with actual users.

The derived prototype not only simplified complex workflows but also significantly reduced manual tasks, minimized errors, and eliminated data silos. By centralizing all relevant information into a unified system, the team delivered a seamless user experience, initiating the groundwork necessary for full deployment.

The result garnered positive feedback from participants, reflecting the practicality and innovation of the solution. 鈥淢ost impressive to me was the headway made,鈥� Daniel Oberle, business architect at badenovaNETZE, says. 鈥淲ithout the 麻豆原创 Fiori Makers boot camp, we would be looking at another half a year to get to where we are just now.鈥�

Real user feedback

To ensure the solution truly resonated with its users, the team conducted three on-site, moderated usability tests using a Figma prototype. Each session included two notetakers capturing live feedback directly within Figma, allowing for immediate insights and adjustments. The initial user stories were visualized using 麻豆原创鈥檚 storytelling tool, which enabled the team to quickly create collaborative, visual narratives without the need for drawing skills. These early concepts were then refined with 麻豆原创 Fiori design stencils in Figma, streamlining the transition from rough ideas to polished prototypes.

The involvement of 麻豆原创 users during the boot camp was instrumental, providing real-time evaluation through cognitive walkthroughs. 鈥淚f the user experience fits, employees are happy and enjoy using the software,鈥� Teresa Mayer, UX designer at 麻豆原创, says. This hands-on, iterative process helped ensure the final design aligned closely with user expectations and needs.

This example underscores the critical role user research plays in driving successful, error-free, and beneficial product development. To strengthen its user feedback approach even further, 麻豆原创 introduced the听 program. This initiative invites users to participate in remote research activities, allowing 麻豆原创鈥檚 product teams to get feedback along the product life cycle. Users can share their product and design experiences to help shape 麻豆原创 products to better align with their needs while also getting a preview of new features or products.

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Conclusion

The 麻豆原创 Fiori Makers boot camp proved to be a pivotal step in badenovaNETZE鈥檚 digital transformation journey. By combining cutting-edge 麻豆原创 technologies with a user-centric design approach, the team not only tackled complex operational challenges but also delivered a solution that significantly enhances efficiency and user satisfaction. The rapid progress made during the boot camp鈥攃utting down development time by six months and projecting savings of 115 working days per year鈥攗nderscores the power of collaboration and innovation.

With the project already underway and goals for 2025 set, badenovaNETZE is well-positioned to continue refining and optimizing processes with an even more engaged and satisfied workforce.

Make your voice heard by听. Registration is easy and taking part in research studies is convenient. To learn more about the 麻豆原创 Fiori Makers boot camp, which includes a workshop following the design-led development process, visit听our .

This story originally appeared on with the support of Suparna Chawla.

Tobias Essig is a user research advocate for 麻豆原创 Design.

TAM International is a manufacturer of drilling products and services for the oil and gas industry with headquarters in Houston, Texas, and a presence on six continents. With a lofty goal of growing tenfold over the next 10 years, the company set out to ensure its business operations were adaptable, innovative, and efficient in a world that’s always changing. To achieve this, TAM International decided to adopt a state-of-the-art ERP system that would drive transparent and efficient business operations across finance, scheduling, and manufacturing.

鈥淥ur legacy scheduling system did little to empower our ambitions, and at times it felt like we were working for it. To quickly shift gears and remain competitive in a volatile industry, we needed to modernize and adopt solutions that would work for us, not have us work for them. We needed automated workflows and reporting, quality control, and the ability to connect different parts of our business for transparent planning and execution across the entire enterprise,鈥� explained Rebecca DeHoyos, supply chain director, TAM International.

TAM International was aware that 麻豆原创 was the gold standard for ERP in industrial manufacturing but believed that only the biggest corporations could afford it.

鈥淲e did not include 麻豆原创 in our early conversation, thinking we were too small for them. Then, an executive from the 麻豆原创 North America digital hub reached out to our CFO and presented not only the benefits of 麻豆原创, but also a convincing message backed by customer references that 麻豆原创鈥檚 cloud portfolio was indeed suitable for companies of all sizes. This changed everything,鈥� DeHoyos said.

, located on six continents, are the engines that execute 麻豆原创鈥檚 digital customer engagement. The multi-disciplined and digitally skilled talent in the hubs use AI and the latest technologies to help support customers regardless of where they might be located or at which stage of their value journey with 麻豆原创 they are. Through a powerful combination of automation and expert engagement, customers can realize their digital transformation business outcomes exponentially faster and at greater convenience.

鈥淭he first contact with a new customer is critical. Our digital customer engagement teams embed AI to scale 麻豆原创鈥檚 industry best practices to accelerate and deepen the understanding of customer needs, concerns, and aspirations before the very first meeting,鈥� said Sam Masri, global head, 麻豆原创 Digital, Customer Success. 鈥淲e are delighted to have played an important role in facilitating an immediate connection to a dedicated account manager and multiple 麻豆原创 experts who addressed the challenges that TAM International had, setting a strong starting point for a successful digital transformation road map for the customer.鈥�

To gain a full understanding of the customer’s fundamental business goals and the obstacles caused by the disconnection between finance, scheduling, and production, the Industries and Value and Solution Advisory teams at 麻豆原创 were engaged right from the start. Following the solution demos and the business case presentation, and were identified as the solutions of choice for TAM International.

鈥淭here is another major benefit of our partnership with 麻豆原创,鈥� DeHoyos added. 鈥淥ur workforce is incredibly diverse and young, with a majority sitting in the 27 to 41 age group. They are tech natives and will only work with businesses that share their passion for business success driven by technological innovation. Working with 麻豆原创鈥檚 ERP is a goal for many, and our relationship with 麻豆原创 has also elevated our profile, making us more relevant to this talent group.鈥�

To address the challenges of manual processes, lack of accurate information, and decentralization of maintenance processes, Petrobras sought help from 麻豆原创 to implement an innovative new solution.

The Need for Transparency of Asset Management Processes and Value Chain

The company’s use of manual spreadsheets and the lack of real-time insights and transparency into the asset management process hindered its ability to make informed decisions. Additionally, regular failures and disruptions, as well as synchronization issues with supplier assets and third-party products, impacted worker morale and overall efficiency.

鈥淲e lacked real-time insights and transparency into the asset management process and value chain to make informed decisions based on real-time data,” explained Bruno Vidal, business applications consultant at Petrobras. “We were looking for a best-in-class platform that could provide a central view of our mission-critical assets, allowing our assets and data to work in harmony.”

Petrobras needed a solution that could provide real-time insights, reduce downtime, and align with its wider ERP and digital transformation strategy.

Building on Petrobras鈥� Ongoing 麻豆原创 Journey

Petrobras looked to due to its rich 麻豆原创 ecosystem and legacy. Building on its ongoing 麻豆原创 journey, the company saw an opportunity to enhance its 麻豆原创 footprint across the organization and implement other 麻豆原创 innovations.

鈥淲e had an 麻豆原创 legacy, a technological program to implement , and we had a strong operational demand for an asset management solution,” Vidal shared. “Together, this created a powerful business case for 麻豆原创-powered intelligent asset management solutions and tied in with our 麻豆原创鈥揻irst approach.鈥�

From Proof of Concept to Successful Pilot Implementation and Beyond

In 2020, Petrobras conducted a proof of concept to evaluate the feasibility and potential of 麻豆原创 Intelligent Asset Management. The successful execution of the solution led to the selection of the for a pilot implementation project. The BUZIOS field is the world鈥檚 largest ultra-deepwater reservoir, representing almost 16 percent of oil and gas production for Petrobras.

鈥淕iven the size of the BUZIOS field, even a small return of value has the potential to generate a huge return for the company with reduced downtime and increased efficiency,鈥� said Vidal.

Thus, the project initially focused on a limited scope, including 麻豆原创 Asset Strategy and Performance Management for reliability assessments and 麻豆原创 Predictive Asset Insights for equipment monitoring and failure predictions. The pilot implementation project started with one unit and expanded to include all units and critical systems. such as gas compression, oil and gas production gathering, fire and gas detection, firefighting, and energy generation. These systems involved a significant amount of maintenance and reliability data.

Leveraging Machine Learning to Detect Errors and Predict Failure

In addition to the pilot implementation, Petrobras activated the machine learning engine in the 麻豆原创 solutions as a pilot project for anomaly detection and failure prediction.

鈥淲e had great results from the machine learning features, which allowed us to uncover further insight and make performance improvements,鈥� Vidal recounted.

Thanks to the success, the solutions were later launched to five more critical systems of the oilfield, including offloading, oil, water and gas treatment, and water pumping for injection. By the end of 2023, Petrobras had moved from proof of concept through going live with 10 critical systems in all units from BUZIOS field, including uncovering machine learning benefits, as well as concluding the proof of concept for the same solutions in Petrobras鈥� downstream operations.

Business Benefits that Create High Value to Petrobras

As the company achieved significant operational benefits at the BUZIOS oilfield, it plans to roll out to other upstream locations, introducing solutions beyond reliability engineering. With a significant return on investment, Petrobras plans to evaluate the value returned by the new technological solution and expand its usage across its teams and other locations in the future.

鈥淭he implementation of 麻豆原创 Intelligent Asset Management has led to an improvement of our operational efficiency and increased availability of our machines,” Vidal concluded. “When we reduce failures, accurately monitor our equipment, get real-time performance data, reduce production losses, and implement a reliability culture, we reduce oil losses, inspire greater confidence in our people, and return huge value to our organizatio苍.鈥�

Karin Fent is senior director of global Customer Success Digital Supply Chain.

courtesy of Petrobras

To address this challenge, Vestas, a major wind turbine manufacturer, launched a quality initiative powered by 麻豆原创 solutions and 麻豆原创 Business Network.

Pillars of the Energy Transition

Faced with the climate crisis, many countries around the globe are investing heavily in zero-emission renewables. China鈥檚 14^th Five-Year Plan is driving the market for renewable energy, as are the Inflation Reduction Act in the United States and the Green Deal in the European Union. In these parts of the world, wind energy is regarded as the pillar of the energy transition and is the largest source of renewable energy.

But the wind energy sector is highly competitive, experiences rapid innovation, and is prone to massive supply chain issues. Manufacturers must source raw materials, manage global logistics operations, and mitigate the risks of supplier dependency while still keeping pace with demand. They also need to be confident that all the components in their turbines meet rigorous quality standards and deliver performance and reliability. Quality control issues can result in faults, repairs, and 鈥� at worst 鈥� major failures.

As a market leader in wind turbines, Vestas Wind Systems, headquartered in Aarhus, Denmark, launched a large-scale quality initiative. Its 29,000 employees in 88 countries develop wind energy projects worldwide and manufacture, install, and service the turbines for them. The 85,000 turbines Vestas has installed to date generated 173 gigawatts of electricity and over 151 gigawatts under service as of September 2023. Several newly commissioned major projects will see that output increase significantly in the coming years.

“Collaboration with suppliers and partners is of crucial importance to Vestas when it comes to creating a sustainable future for the world by leading the global demand for onshore and offshore wind energy,” Adeola Abegunde, director of Technology Area Lead Digital Procurement and Supply Chain at Vestas, says.

Sourcing Quality with 麻豆原创 Business Network

Today鈥檚 wind turbines are made up of more than 10,000 individual parts. Since the companies that produce these parts are based all over the world, the supply chain is highly complex. To help manage this complexity, Vestas relies on , the B2B platform used by millions of companies across 190 countries that can connect buyers with contract manufacturers and suppliers.

麻豆原创 Business Network enables Vestas to run all its procurement and supply chain collaboration processes online 鈥� even beyond company boundaries. Employees use its supply chain functions to collaborate on orders and subcontracting orders. When a supplier confirms an order and sends a shipping notification, staff at Vestas and its contract manufacturers see this information right away. Vestas employees therefore know whether raw materials or the components for an order will arrive at the contract manufacturer on time.

Projects of this scale need to run smoothly and according to plan. This is where the quality collaboration features in 麻豆原创 Business Network come in. Before a supplier confirms or sends an order, it has to complete predefined quality tests and document them on the network. Vestas employees are then aware in advance of any quality issues further up the supply chain and can take corrective action. Through the network, employees can pass on changes to specifications if, for instance, one particular part had to be replaced sooner than expected and needs to be improved. If quality defects lead to incidents, the network can make these failures transparent to all partners and provide an audit trail. That helps everyone in the supply chain understand what went wrong and solve the problem.

“麻豆原创 Business Network allows Vestas to offer its trading partners a platform that makes all sorts of collaboration scenarios transparent from end to end. This means that Vestas is better able to mitigate the impact of disruptions in its global supply chain, making it more robust, future-proof, and sustainable,” Florian Seebauer, senior director of the 麻豆原创 Business Network unit at 麻豆原创, says.

Reducing Supply Chain Friction

Suppliers also benefit from the network鈥檚 forecasting capabilities. Vestas can provide them with information from the planning tool so that they can prepare for changes and capacity increases. This helps suppliers plan more accurately and can minimize friction losses in the supply chain.

麻豆原创 Business Network also supports Vestas鈥� sustainability goals since it allows users to select and rate suppliers by sustainability criteria. When compared to electricity generated from fossil fuels, Vestas鈥� solutions have saved 1.9 billion tons of carbon emissions 鈥� equivalent to 88 million cars driven for a year. Vestas has established sustainability performance as a core priority across its entire value chain and introduced pioneering initiatives such as its 鈥淐ircularity Road Map鈥� for the circular economy. It is no surprise then that Vestas is ranked as one of the world鈥檚 most sustainable companies, featured regularly at the top of lists such as .

Vestas and 麻豆原创 have a long-standing relationship. Vestas has been running 麻豆原创 as its ERP system since 2007. In 2017, it adopted 麻豆原创 Ariba solutions for e-procurement and 麻豆原创 Business Network. Through 麻豆原创 Business Network, it now has access to a vast pool of potential trading partners. And, because the network is connected to Vestas鈥� ERP and the complex ordering and collaboration processes running in the background, users don鈥檛 have to switch away from the systems they are familiar with. With 麻豆原创鈥檚 help, Vestas is breezing into a bright future.

Top image: Borssele 3 & 4, The Netherlands, Courtesy of Vestas Wind Systems A/S

麻豆原创 helps oil, gas, and energy companies make this transition, providing them with innovative solutions that can optimize legacy energy sources, integrate low- and no-carbon alternatives, enhance energy network resilience, and unlock growth opportunities through reinvented business models.

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In a recent webinar, “Sustainable Energy Transition for a Low Carbon Future,鈥� hosted by the Oil & Gas Journal, Benjamin Beberness, vice president and global head of Oil, Gas, and Energy at 麻豆原创, shared his insights alongside other industry professionals. Together, they shed light on how businesses in the energy sector are taking action to redefine the future of energy and drive the sustainable energy transition ahead.

Transitioning to Net-Zero Carbon Energy Sources

To facilitate the energy sector’s successful transition to sustainable sources, close cooperation between technology companies and energy companies is paramount. Together, they can identify economically viable and efficient methods to deliver an optimal energy mix during this transitional period. By working in tandem, they can harness appropriate digital technologies to drive profitable operations that prioritize both the well-being of individuals and the preservation of our planet. This collaboration involves gaining comprehensive knowledge of regional regulations, staying abreast of evolving business requirements, and effectively monitoring and reporting day-to-day operations.

For example, with its unique digital twin on a blockchain, the 听helps businesses gain material sourcing transparency and environmental, social, and governance (ESG) data across their supply chains.

Implementing Intelligent Asset Management

Intelligent asset management plays a critical role in supporting the sustainability objectives of oil, gas, and energy companies. Industry leaders are adopting digital technologies and proven solutions to enhance their manufacturing processes, embracing cleaner fuel alternatives, and exploring optimization opportunities across their global operations.

Research from found that a 10% increase in production efficiency can lead to a 4% reduction in emission intensity, reinforcing the focus on running assets efficiently to minimize environmental impact. To determine the need for asset replacement, businesses assess factors such as vibration, heat issues, and asset life span, considering cost, safety, and ESG criteria. Integrating ESG information into asset management strategies has become an increasingly significant priority for companies.

With , channel the power advanced machine learning and analytics to help optimize asset health, performance, and risk.

Changing Business Models for Diversification

Business leaders in the energy sector understand the growing urgency to diversify their offerings, from providing services at electric vehicle charging stations to implementing low-carbon technologies in new maintenance and operations projects. Recognizing the importance of adaptability, these companies seek flexible technology platforms to revitalize their operations, expand their retail presence, and venture into renewable energy markets. Technological advancements help companies diversify offerings, accelerating the transition towards renewable energy sources.

Technology solutions, such as , can support the transition to renewable energy sources by providing companies with the capabilities needed to build, run, and manage electric vehicle charging networks all on one platform.

Driving Continuous Innovation

ESG regulations present businesses with an opportunity to reduce their ecological impact while fostering innovation to help them achieve their sustainability goals. By keeping core operations clean and scalable, companies can focus on sustainability, foster a culture of innovation, and differentiate themselves from competitors. This approach involves establishing a dedicated optimization office and leveraging technologies like automation, optimization, and artificial intelligence (AI). Facilitating intrapreneurship and engaging employees and the wider community allows for the translation of high-level sustainability objectives into practical solutions for day-to-day operations. Access to sustainability-related data is also essential, with digital solutions and technology playing a key role in collecting and analyzing data to drive sustainability goals. Implementing tools such as a green ledger system helps businesses track emissions and adapt to new regulations while inspiring collaboration and innovation.

Industry cloud solutions from 麻豆原创 sit on top of , a platform built with flexibility and choice in mind, so that its users can accelerate innovation and unlock business potential.

Identifying Key Performance Indicators for Sustainable Energy

Businesses need to identify key performance indicators (KPIs) for sustainable energy. While revenue remains a significant KPI across industries, energy companies strive to achieve a balance between financial stability and emission reduction, ensuring the satisfaction of employees and shareholders alike. Crucial KPIs include the percentage of energy produced from renewable sources and embodied carbon, which refers to emissions throughout the entire lifecycle of raw material extraction, production, transportation, and construction, as well as measures around decarbonizing operations, improving building efficiency, and prioritizing safety and environmental policies in infrastructure development.

With , businesses can improve their sustainability performance by monitoring progress and gaining actionable insights from dependable sustainability data.

Realizing the Significance of Sustainable Procurement

Sustainable procurement plays a central role in any sustainability strategy. Companies proactively seek out suppliers that adhere to sustainable practices, so they can reduce scope 3 emissions, implement robust measurement systems, promote supplier diversity, and improve communication, driving a transformative shift in procurement practices. Companies, from corporate-level initiatives to individual buyers, prioritize compliance with regulatory requirements, including due diligence laws and SEC reporting. Sustainable procurement practices are seamlessly integrated into supplier risk management and qualification platforms, ensuring a comprehensive approach to sustainable sourcing.

Monitor the production, supply, and use of your energy sources across the entire supply chain with technology solutions like , available on 麻豆原创 Store.

By leveraging intelligent asset management solutions, facilitating business model diversification, driving continuous innovation, identifying KPIs, and promoting sustainable procurement, oil, gas, and energy businesses can channel the power of industry-specific solutions to ensure a secure, affordable, and sustainable future for energy.

about how innovative solutions from 麻豆原创 and our partners help oil, gas, and energy businesses fuel profitable operations while also protecting people and the planet.

Kelly Cannon is part of Content Creation & Strategy for Content Lab at 麻豆原创.

鈥淥rganizations are struggling to forecast energy costs in a volatile market and understand the impact of new trends such as e-mobility on operations and finance,鈥� said Catherine Garcera, global head of Sustainability, Services Industry at 麻豆原创. 鈥淭hey need resilience against the current energy crisis and the ability to grow and generate profits while meeting corporate sustainability goals.鈥�

Step 1: Power Up Energy Savings with Digital Twins

Lowering energy consumption and operating costs begins with a thorough understanding of an organization鈥檚 energy data. Leading-edge companies are using digital twins to capture and analyze real-time energy usage data including electricity, natural gas, and renewables. That鈥檚 the purpose behind Flexinergy, an energy management software platform developed by , an 麻豆原创 partner. The platform creates a digital version of an organization鈥檚 energy contracts and usage, allowing the customer to pre-calculate the bill. Information can include distribution costs across subsidiaries, taxes, size and location of facilities, occupancy rates, external temperatures, and more. This helps customers catch invoice mistakes, evaluate energy efficiency, and reduce consumption.

鈥淚t鈥檚 not unusual to find discrepancies between what the bill should be and the provider鈥檚 actual invoice,鈥� said Erwin Guizouarn, CEO and founder of Evolution Energie. 鈥淐ustomers also use our software to better forecast energy costs in case of price fluctuations, new contracts, or supply chain disruptions.鈥�

Guizouarn said that customers can be overcharged up to 5% on an annual basis due to billing errors. As for cost reductions, one large airport saved 17% in energy consumption.

Real-time data became particularly important for organizations during the recent energy crisis. Guizouarn said that customers can explore what-if scenarios, factoring in changeable energy prices and other parameters like lower carbon emission fuels, revised contract terms, or hedging to lower risk in case of energy price fluctuations. Ongoing alerts notify decision-makers of deviations to the plan, say if energy prices climb higher than expected, helping companies adjust strategies as needed.

Evolution Energie first began working with 麻豆原创 through its participation in the Green Tech and Sustainability cohort of , the company鈥檚 global B2B accelerator. With shared business-to-business target markets, both companies are proving the incredible power of connected data.

鈥淢erging energy-related data with financial information from your system and environmental, social, and governance (ESG) information from , you can see the impact on profitability and emissions objectives,鈥� said Garcera. 鈥淵ou can adjust operations by day, week, or even season to gain efficiencies that could increase profits while meeting sustainability commitments.鈥�

Step 2: Transition to Green Energy

Moving to green energy is another step that energy-intensive companies can take to achieve ambitious decarbonization targets. Some customers are increasingly focused on purchasing renewable energy, as well as producing green energy and investing in green assets. Here, too, a digital twin can help companies capture energy usage and resultant costs while tracking CO2 emissions from electricity, biomass, hydrogen, and other renewable sources.

鈥淵ou can balance your green energy strategies against the cost of new contracts and greenhouse gas emission targets,鈥� said Garcera. 鈥淚n addition, companies need to ensure the provenance of the green energy they consume for accurate reporting against corporate sustainability objectives, supporting the brand鈥檚 image and building trust with customers and investors.鈥�

Step 3: Realistically Explore New Energy Trends

While the vision is to consume as much green energy as possible, organizations are tempering sustainable business plans with reality. Some industries like aviation aren鈥檛 ready for full decarbonization; there鈥檚 limited availability of sustainable aviation fuel and it will take significant efforts to revamp complex infrastructure. In any case, organizations require energy strategies that combine finance, risk management, and sustainability.

鈥淔ast-moving energy prices on top of changing sustainability regulations mean that companies have to continually monitor costs to find more efficiencies, and prove compliance with corporate commitments and industry regulations,鈥� said Garcera. 鈥淭he more you can accurately anticipate disruptions, the better you can make decisions to adapt for business resilience.鈥�

Green Market Revolution Fueled by Informed Data

Connected data is foundational to managing energy consumption and costs. analysts predicted that by 2025, 75% of large cities and communities will form industry ecosystems with IT, architectural, engineering, and real estate firms to share data, applications, and expertise to address ESG issues. With zero-emission mandates moving apace, researchers advised organizations to continuously follow the price and performance and capability improvements in renewable energy systems and also 鈥渨ork with supply chain partners to improve procurement efficiencies.鈥� As unpredictable as the next crisis may be, organizations can stay grounded with accurate data to build a resilient future.

Susan Galer is a communications director at 麻豆原创. Follow me @smgaler.

In his State of the Union address earlier this month, U.S. President Joe Biden both supported and chastised the oil and gas industry. On one hand, he said the U.S. would rely on these energy sources for at least the next 10 years. On the other hand, he criticized the industry for reporting 鈥渞ecord profits,鈥� he said.

鈥淟ast year, they made $200 billion in the midst of a global energy crisis.听 I think it鈥檚 outrageous.鈥� He also said that 鈥淏ig Oil鈥� should be investing more, to increase production and bring down prices.

麻豆原创鈥檚 Take

Biden was walking a fine line trying to balance the industry鈥檚 contribution to climate change, as well as its record profits last year, with the nation鈥檚 dependence on hydrocarbon fuels, not just to heat home and power automobiles, said Benjamin Beberness, 麻豆原创 vice president and global head of the Oil & Gas Industry Business Unit.

Oil is used for a myriad of products, from medicine to the bodies of electric cars. Additionally, Biden underscored the reality that although U.S. policy is supporting the growth of alternative energy such as wind and solar, they remain a sliver — albeit a growing part — of the energy supply.

鈥淚 think the U.S. government is saying: 鈥榃e can’t let them off the hook from cleaning up what they’re doing today, but we still need them to be around because they still are going to be producing oil for us to use to make these other products, as well as to continue to provide fuel for our cars, etcetera,鈥欌�� Beberness said.

Addressing the criticism about profits and high energy costs due to supply, Beberness blamed the vagaries of federal policy toward drilling and limiting new exploration. Market forces already have brought down the price of oil. Brent Crude, one of the two main benchmark prices for purchases of oil globally, reached a peak of $123.92 per barrel and now stands about $83 per barrel.

鈥淭here has to be some commitment from the U.S. government that we can maintain, because what [oil companies] don鈥檛 want to do is to make this huge investment in the additional production and other things and then have the US government say: 鈥榃e’re going to put all these regulations in place.鈥欌��

Using technology, oil and gas companies can reduce their negative impact on the environment, Beberness said. Although natural gas is by far the cleanest of the big three — coal and oil being the other two — they all can become cleaner though asset management.

Citing a McKinsey study, Beberness said a that a 10% improvement in asset operations of a normal gas company will result in a four percent reduction in CO2 emissions.

Contact:
Ilaina Jonas, Senior Director of Global Public Relations, 麻豆原创
+1 (646) 923-2834, ilaina.jonas@sap.com

The need for decarbonization has been the driving force behind policies , while the Russian invasion led to additional policies to phase out EU dependency on Russian fossil fuels.

The common solution to both crises would be to stop using fossil fuels and shift to renewable energy sources. It is therefore no surprise that renewable energies are the fastest growing source of energy, contributing half of the growth in global supplies and becoming the largest source of power by 2040.* In most regions, wind and solar are also the cheapest source of electricity generation, even without subsidies.**

麻豆原创ure to shift to renewables has been high for decades; the current crisis around exploding and volatile energy prices demands action in even shorter time frames.

In France, utility companies are allowed to reduce energy taxes in order to limit the increase of energy prices to a maximum of four percent. In Germany,听 the price cap for gas and energy — 鈥淕as- und Strompreisbremse鈥� — has been introduced to motivate citizens toward safe energy and to shield energy billing amount for gas, electricity, and district heating for 80% of their consumption the previous year.

鈥溌槎乖� works hand in hand with the German-speaking 麻豆原创 User Group and other associations to make sure newly passed legislation gets integrated into our systems so that our customers can fulfill obligations toward their end customers鈥� explains Daniela Sellmann, global vice president and head of the Utilities Industry Business Unit at 麻豆原创 SE.

This shift to renewables also requires a growing number of decentralized energy resources (DER). Renewables like solar, wind, or bioenergy are largely generated by small local generation assets, which feed directly into the distribution grid. The intermittent nature of solar and wind causes challenges for the balancing of demand and supply in the power grids.

The demand side is also changing, with industrial, commercial, and household customers increasingly generating their own energy and becoming energy “flexumers” — generators, flexibility providers, and consumers of energy.

鈥淭his causes a shift in utilities鈥� business models, from pure selling of energy and water to becoming a full-service provider for energy flexumers,鈥� says Sellmann.

Digital transformation is both an answer to the challenges of the energy transition and driver of new business models and services. This has been recognized in the EU with the creation of the Digitalization of Energy Action Plan. The action plan defines measures on how modern technologies can help improve the efficient use of energy resources, ease the integration of renewables into the grid, and save costs for EU consumers and energy companies.

As nearly everything becomes 鈥渟mart,鈥� utilities need a strategy on how to manage the avalanche of data coming from devices and other sources and use it to feed their intelligence. At 麻豆原创, we call this the intelligent enterprise, which is enabled by integration of data and processes and innovation with industry best practices. A cornerstone for this is the 麻豆原创 Utilities Core solution.

鈥淲ith 麻豆原创 Utilities Core, we provide utilities with a proven platform to reliably run their core business processes like meter-to-cash in the cloud,” says Sellmann. “We are using intelligent technologies like machine learning to further automate core processes and increase efficiency. At the same time, we enable customers to drive innovation and increase speed and agility by leveraging 麻豆原创 Business Technology Platform and the industry cloud with solutions like 麻豆原创 Cloud for Energy for managing times series data from meters. Further, we leverage our partner ecosystem to fill white spaces and gaps as well as to scale spread and adoption.:

Utilities-specific innovation topics at 麻豆原创 cover the entire utilities value chain:

We are undoubtedly moving toward a cleaner and more independent energy future. One problem that remains: time.

For a more detailed view on the energy transition and the solutions 麻豆原创 provides for it, see “.鈥� Learn more about how 麻豆原创 can help your company make the transition to net-zero carbon energy robust, seamless, and inclusive.

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Markus Bechmann is vice president of the Utilities industry business unit and program lead for 麻豆原创 Utilities Core at 麻豆原创.

*BP, BP Energy Outlook (2019), 7
** Michael O’boyle, Wind and Solar Are Our Cheapest Electricity Generation Sources. Now What Do We Do?, GREENTECH MEDIA, Jan. 26, 2017.

Delek US 鈥� a North American energy operator with midstream, downstream, and retail oil and gas assets in the Southwest United States 鈥� is one such customer as well as one of the earliest adopters of RISE with 麻豆原创.

I recently had a chance to connect with the leadership team at Delek US to get an update on how their RISE with 麻豆原创 journey is going.

Drowning in Complexity

Over the past 20 years, Delek US has made a number of strategic acquisitions, always with the goal of positively impacting its shareholders, employees, customers, and the communities in which it operates. With each acquisition came a new enterprise resource planning (ERP) system to integrate 鈥� and technical challenges.

Delek US found itself with more than 6,000 customizations 鈥� or code modifications that change the way an ERP system works 鈥� and the volume and complexity of these customizations made it virtually impossible for Delek US to get the most value out of its ERP.

“We were previously at a point where every change had the potential to create an unwanted impact due to the modifications that had to be done,鈥� said John Paul Palelil, senior director of ERP & Business Applications at Delek US.

Its complex ERP environment was also creating roadblocks and leading to a lack of utilization. Some employees were unaware of how to use the system for certain data management tasks. Others took to relying on Microsoft Excel spreadsheets to track information. Delek US knew it had to change, but how best to do that with such a highly customized ERP landscape?

鈥淭o me, the biggest story of this project is how a company can go from 6,000 modifications to zero,鈥� said Nir Yatziv, CIO for Delek US. 鈥淭hat鈥檚 what Delek US brings to the table, the understanding that we needed to listen, evaluate, and ask how we can make it work.鈥�

Embracing Standardization

In working with 麻豆原创 to assess the situation, Delek US realized it had an opportunity to leverage the RISE with 麻豆原创 solution to standardize on 麻豆原创 S/4HANA Cloud and also demonstrate its commitment to change management by adopting 麻豆原创 standard content activation best practices.

“I don’t think of 麻豆原创 as just an ERP,” Palelil said. “I think of it as an all-encompassing solution.”

Standardizing with 麻豆原创 S/4HANA Cloud and 麻豆原创 standard content activation represented a technology and process game changer for Delek US. It would give the company a unified ERP with a single instance of 麻豆原创, digitally transform all in-scope processes to best practices, and improve maintainability. This prize outweighed the required change management, which Delek US addressed head-on.

According to Delek US鈥檚 executive sponsor and CFO Reuven Spiegel, 鈥淭he keys to success were detailed pre-project preparation, 鈥榦ut-of-the-box鈥� implementation, and a strong change management program.鈥�

Managing through Change

Digital transformation is a complex puzzle of people, processes, and technology. Delek US found that and 麻豆原创 standard content activation provided the base technology and process pieces, which allowed Delek US to focus on its people.

Employees can be reluctant to change the way they work, leading to potential conflict among workers and management. There are also times when an organization adopts new technologies, only to find that its workers continuously go back to the systems and processes they’ve grown accustomed to using.

Delek US鈥檚 leaders, though, understood the challenge and developed a robust set of project controls and tight governance to maximize adoption and readiness. In addition, a heavy emphasis was placed on business function ownership 鈥� they didn鈥檛 want this to be viewed as merely an 鈥淚T project.鈥�

Marie Sutton, senior director of Technology Strategy and Delivery at Delek US, shared: 鈥淲e were very intentional with all elements of our project plan and execution to maximize our probability of success. Beyond the 鈥榳hat,鈥� we focused on culture to maintain an attitude of 鈥榟ow can we make this work.鈥欌��

Well-Earned Success

Delek US completed its implementation of 麻豆原创 S/4HANA Cloud in October 2022 on time, on budget, and on scope 鈥� a total of 13 months from initial assessment to go-live for delivery of a full ERP solution.

“The day before go-live I sent people home at noon,” Palelil said. “Never in seven projects have I had that much breathing room.”

Delek US is already seeing benefits and has a clear path to capture more value leveraging its modern cloud ERP. Immediate benefits beyond full standardization were recognized in areas such as order processing, inventory management, and bank reconciliation.

鈥淧reviously, we had to review multiple systems to receive an accurate count on things like how much equipment we had in the warehouse,鈥� Yatziv said. 鈥淣ow with our 麻豆原创 system, we have the data presented in real time.鈥�

Ready for What鈥檚 Ahead

Delek US is expecting bigger and better things from 麻豆原创 S/4HANA Cloud in the foreseeable future. For instance, the company is using it to gather data and intelligence that further support its corporate governance and stewardship initiatives. It鈥檚 also continuing to look for new opportunities to integrate 麻豆原创 S/4HANA Cloud advanced tools and technologies into its operations.

Delek US is also committed to improving its social and environmental performance, having recently launched its first greenhouse gas reduction targets, and maintains high standards of corporate governance. It’s also dedicated to finding ways to listen, evaluate, and understand how to make digital tools and transformation truly work.

Companies in every industry that are struggling with the complexities of their ERP system can learn from Delek US鈥檚 RISE with 麻豆原创 journey to start a cloud ERP journey of their own.

“We did it,” said Yatziv. “It was not easy, but we accomplished it.”

John Tully is senior vice president and managing director of the NA South Market Unit at 麻豆原创.

Phillips 66 turned to 麻豆原创 to leverage solutions that can be deployed in the cloud to meet the challenges and capitalize on the opportunity of fluctuations in crude oil prices. Another challenge is to meet the significant increase in demand for refined petroleum products.

鈥淎dvanced, integrated digital systems and processes are required to drive transparency, resilience and agility of the hydrocarbon supply chain in this highly volatile market,鈥� said Peter Maier, President, Industries and Customer Advisory, 麻豆原创 SE. 鈥溌槎乖粹�檚 collaboration with Phillips 66 helps to unlock and accelerate business and energy transformation opportunities for a sustainable energy transition by creating real-time visibility along the value chai苍.鈥�

The project included new digital processes encompassing hydrocarbon value chain optimization with updated business operating models, capital project execution, business-driven analytics, integrated logistics, digital operations and maintenance and application rationalization. Changing business operations to be more sustainable is one of the benefits companies can realize through digital transformation.

鈥淥ur goal at Phillips 66 is to gain insights and capture as much value as possible from our hydrocarbon operations,鈥� said Zhanna Golodryga, Executive Vice President, Emerging Energy and Sustainability, Phillips 66. 鈥淲e want to not only maintain but increase our leadership in operational excellence across all business operations and functions.鈥� In her previous role at Phillips 66, Golodryga led the company鈥檚 digital transformation efforts.

The new system impacts most of Phillips 66鈥檚 13,000 employees across its North American and international locations.

Visit the . Follow 麻豆原创 on Twitter at .

Media Contact:
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麻豆原创 麻豆原创 Room; press@sap.com

This document contains forward-looking statements, which are predictions, projections, or other statements about future events. These statements are based on current expectations, forecasts, and assumptions that are subject to risks and uncertainties that could cause actual results and outcomes to materially differ. Additional information regarding these risks and uncertainties may be found in our filings with the Securities and Exchange Commission, including but not limited to the risk factors section of 麻豆原创鈥檚 2021 Annual Report on Form 20-F.
漏 2022 麻豆原创 SE. All rights reserved.
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Earlier this week, three leaks from two Nord Stream AG undersea pipes, originally built to transport Russian gas to Germany, massively polluted the Baltic Sea. A fourth was discovered Thursday. The pipeline network has been the focus of an energy battle between Russia and its European clients over the war in Ukraine. The pipelines were not actively delivering gas but could take months to repair. NATO on Thursday called the leaks an act of sabotage.

麻豆原创鈥檚 Take

Europe faces a severe shortage of energy that will be needed this winter to heat homes and run businesses. But as an alternative provider of energy to Europe, the U.S. gas and oil industry has seen drillable sites and license reduced. Still, there is an opportunity to wring out as much energy as possible from existing sites.

鈥淭he oil and gas sector is ramping up both in exploration where they’re allowed and in production and refinery activity,鈥� said Richard Primm III, vice president of sales for 麻豆原创’s North American South market unit. 鈥淚 see them spending significant amounts of capital over the next several quarters to increase U.S. production capacity.鈥�

Much of the energy sector鈥檚 budget will be targeted at getting the most out of existing operations.

鈥淲hat producers are thinking about right now is: 鈥楩rom a drilling perspective, how do we get the most out of that production as possible?鈥欌�� Primm said. 鈥淗ow do we apply science and technology to our refining methodology to get the highest yield as possible, and then how do we monitor the vehicles that transport that gas? How do we apply that capital that we would otherwise spend an exploration?鈥�

The answer is technology, which also is being applied to U.S. fracking operations 鈥� to lower the cost of laterally finding pools of natural gas. By using sensors, producers have reduced the number of vertical wells needed. 鈥淲e’ve gotten really good at being able to extend those wells horizontally, not just vertically into the ground,鈥� Primm said.

Much of fracking occurs on private land already permitted and without the need for licenses.

鈥淪o, if there鈥檚 a well that’s fracking right now, they are getting better and better at horizontally moving from oilfield to oilfield underground by using seismic technology and quite a few other methods, so that they don’t have to increase the number of wells that they have,鈥� Primm said.

All told, capital is being deployed to wring out the oil and gas from existing wells and transporting it with the least loss as possible.

鈥淲e鈥檙e applying technology to increase efficiency as much as possible,鈥� Primm said. 鈥淪o, in the absence of availability to explore more for alternative sources underground, we鈥檙e applying capital that we would otherwise spend on exploratio苍.鈥�

Since taking office in January 2021, President Biden, in a series of orders, reduced drilling on federal land. Some license freezes were reversed under the U.S. Inflation Reduction Act, which called for new oil and gas sales off the coast of Alaska and in the Gulf of Mexico. But those new operations won鈥檛 exist in time to boost production over the next few months and U.S. contribution is not expected to make a great difference to allay Europe鈥檚 suffering this winter.

鈥淲e can’t replace it,鈥� Primm said. 鈥淲e can’t produce enough.鈥�

Contact:
Ilaina Jonas, Senior Director of Global Public Relations, 麻豆原创
+1 (646) 923-2834, ilaina.jonas@sap.com

During the first few weeks of the pilot phase, Petrobras registered more than 90 incidents. Every time an employee sees a potential hazard related to any structure integrity, loss of contention, drops, or a situation that could cause a fire, they can register this safety observation in the app and a task management flow is created. Depending on the incident, the responsible area receives the notification and can take action.

The immediate value realized from the mobile app prompted the company to expand the rollout of the meaningful application built with (麻豆原创 BTP) for 麻豆原创 Environment, Health, and Safety Management.

A state-owned, multinational corporation headquartered in Rio de Janeiro, Brazil, Petrobras is one of the largest producers of oil and gas in the world, and is primarily engaged in exploring and producing oil and gas, refining, energy generation and trading. With strong expertise in ultra-deep water exploration and production, resulting from almost 50 years of developing the Brazilian offshore basins, the enterprise can be counted among the world leaders in the industry.

Safety Precautions Taken Seriously

Dealing with gas exploration is high risk and can be extremely dangerous. Having fuel — liquid and gaseous — passing through various gears and equipment powered by electricity can breed disastrous incidents. For instance, having fire hydrants that are blocked by boxes, or having a pile of rags stacked near any heat sources could cause an explosion. These instances, combined with low communication capabilities on remote sites and a lack of efficiency in reporting, often cause delays in mitigating incidents. Yet simple actions can prevent fatal catastrophes from happening.

Petrobras worked with 麻豆原创 to look for ways to shorten reporting times and more effectively support maintenance workers in the field.

Designing and Developing Along a Human-Centered Approach

The 麻豆原创 AppHaus team in Palo Alto supported this project along in order to tackle individual business challenges and collaborate with users on a future solution that addresses the company鈥檚 need in a pragmatic way with 麻豆原创 solutions. User research provides an essential foundation for the design strategy.

Petrobras aims to invest responsibly, striving to be the best energy company in value generation with a focus on sustainability, safety, and respect for people and the environment.

With a commitment to high safety standards, Petrobras partnered with 麻豆原创 and successfully went live with the Identifica莽茫o de Desvios e Incidents e Anomalias (IDEIA) app pilot with field workers.

Enabled by 麻豆原创 BTP, the purpose of the IDEIA application is to record incidents in remote areas of oil extraction and refining, as well as other Petrobras sites, allowing for asynchronous recording and updating.

The asynchronous process enables workers to record an incident without the need of network connection, and once the recording device is connected to a network again, it will sync the incident to the database. Its implementation will allow for greater speed and promptness in actions and become a disruptive tool in the management of anomalies in the environment, health, and safety (EHS) area of Petrobras.

鈥淭he IDEIA solution, developed jointly by Petrobas and 麻豆原创, is helping field users to identify safety incidents in the offshore platform and Petrobas R&D Center,鈥� shared Marcio Magalhes, IT general manager at Petrobras.

From Successful Pilot to Company-Wide Rollout at Petrobras

During the pilot phase in the first quarter of 2022, the app counted 214 users and 97 incidents were registered. Petrobras is now rolling out the solution across its organization and is planning to have 10,000 live users by end of 2022.

Magalhaes underscores: 鈥淲e are sure it will contribute to enhancing Petrobas Safety Standards, and we plan to roll out the application to our business segments, such as Upstream, Downstream, Production Development, and Commerce & Logistics by 2022.鈥�

麻豆原创 BTP and 麻豆原创 Environment, Health, and Safety Management provided the technological basis for building the app, digitalizing and improving the employee workflow. With the app on hand, employees can now report anomalies in real time, no matter if they work in the field, on a production site, or offshore. This brought agility, promptness, and — most importantly — a safer working environment for everyone.

Clearly, significant progress toward the .

In case you have similar challenges, explore powered by 麻豆原创 Discovery Center and, in a few steps, leverage 麻豆原创 Business Technology capabilities to help develop your own application.

Mirela Viersa is an internal strategic consultant at 麻豆原创.

President Joe Biden has called on seven major oil refinery companies to take “immediate actions” to ramp up gasoline supplies in the U.S. where the war in Ukraine and other factors, including bottlenecks at refineries, have sent gasoline prices soaring to more than $5 a gallon for the first time ever.

The Biden Administration acknowledges that Russia鈥檚 war in Ukraine is the primary factor driving oil and gasoline prices higher. Oil prices have jumped by more than 50% this year, raising gasoline prices more than $1.70 per gallon.

However, the oil price jump has been exacerbated by what Goldman Sachs has called “unprecedented” bottlenecks at oil refineries, where crude oil is converted into usable products like gasoline.

麻豆原创鈥檚 Take

鈥淩efiners were hard hit by the coronavirus pandemic in early 2020 when demand for gasoline and other products derived from oil plunged and many refineries had to close their operations,鈥� said Benjamin Beberness, global VP of Oil, Gas, and Energy at 麻豆原创. 鈥淣ow that demand has increased, refiners are facing a shortage of skilled labor.鈥�

Analysts at Wood Mackenzie, an energy consultancy, estimate that 3 million barrels a day of refinery capacity shut down in 2020 and 2021.

Refineries are complex, and once shutdown or shut-in it can be hard to get them to full capacity again. That has made it difficult for oil refiners to respond quickly to the rebound in consumer and industrial demand for gasoline, diesel, and jet fuel.

鈥淲hile some companies have shut down their least efficient refineries, other companies have taken the opportunity to perform planned maintenance or turnarounds. Unfortunately, this means it could be some time before refining capacity is restored to pre-pandemic levels,鈥� Beberness said.

Companies and investors in the energy sector are also wary of repeating the mistakes made at the end of the 2010s, when the sector overinvested in fracking and refining at a time when demand evaporated. Several U.S. energy companies went bankrupt, and access to investment money evaporated.

In the longer term, they also know that they will have to invest in cleaner energy sources and are keen to avoid over-investment in oil and natural gas refining when the underlying trend is towards alternative energy.

鈥淲hatever the short-term pressures, the refiners are having to balance between meeting the demand for fuel and the vast array of other byproducts that consumers use every day with lowering their ESG (environmental, social and corporate governance) output,鈥� Beberness said.

鈥淭o do this they are seeking to mitigate emissions through CCUS (carbon capture, utilization, and storage) and other technologies, in addition to investing in a more diverse portfolio or repurposing existing infrastructures for renewable transportation fuels and hydroge苍.鈥�听

Contact:
Ilaina Jonas, Senior Director of Global Media Relations, 麻豆原创
+1 (646) 923-2834,鈥�ilaina.jonas@sap.com
麻豆原创 麻豆原创 Room

The average price of a gallon of regular unleaded gas in the U.S. surpassed $5 on Friday, and the peak is not expected anytime soon as the summer driving season gets into full swing.

Gas prices skyrocketed after Russia鈥檚 invasion of Ukraine earlier this year, as the U.S. and Europe have pledged to reduce their reliance on Russian oil. Crude oil inventories, which were already tight because of higher demand from economic reopening, were depleted even more, with no sign of relief ahead.

麻豆原创鈥檚 Take

Higher energy prices did not trigger U.S. inflation, but it added fuel to the fire. The U.S. Consumer Price Index in May rose 8.6%, its highest rate in more than 40 years. Hoping to cool off the economy, the U.S. Federal Reserve is to raise rates by 0.5% this week and could raise incremental hikes by 0.75%.

Such delicate pricing of money and relentless inflation could lead to a recession, as consumers and businesses reduce spending, and that could eventually lead to falling prices at the pump.

鈥淚 think prices are really dependent upon both supply and demand鈥� said John Tully, 麻豆原创 North America senior vice president and managing director of the South Region. 鈥淪o, obviously, eliminating Russian oil from supply restricts supply and increases price.鈥�

Yet there are two factors 鈥� supply and demand, and it鈥檚 the latter that may tame gas prices.

鈥淚f there’s a recession, demand for energy may decrease,鈥� Tully said. 鈥淏ut, when economies begin to grow out of a recession, that will increase the demand for hydrocarbons and prices will go up. So, it is a supply demand question certainly.鈥�

If the war in Ukraine ended next month, how fast would the world see relief in gas prices, and would Russia resume its place as Europe鈥檚 No. 1 source for oil and gas?

鈥淭he war has set back Russia with respect to its role in a global economy as a trusted trading partner, specifically with European partners,鈥� Tully said. 鈥淚n my estimation, this war has probably set Russia back a minimum of 30 years, even if it ends tomorrow.鈥�

Last week the European Union voted to reduce its dependence on Russian oil, effectively banning about 75% of what it imports.

鈥淭hey will begin to create alternative sources to Russian oil,鈥� Tully said. 鈥淭hat will be hard to replace once they’re in place. Now, Russian oil, probably because of proximity, is less expensive. But what’s not going to change is the political dynamics between Russia and the European countries, and the lasting impact that this war will have on those relationships.鈥�

Contact:
Ilaina Jonas
麻豆原创 Senior Director, Global PR
+1 (646) 923-2834, ilaina.jonas@sap.com
麻豆原创 麻豆原创 Room

Last week the EU announced a partial ban on oil imports from Russia as part of its sixth sanctions package against Moscow for its invasion of Ukraine. The EU embargo will affect about 75% of Russian oil imports immediately and 90% by the end of the year.

麻豆原创鈥檚 Take

Russia鈥檚 war against Ukraine has both short- and long-term consequences for energy policy, the global economy and the existential battle against climate change.

The EU gets about a quarter of its oil from Russia, according to International Energy Agency (IEA) data, and news of the partial ban pushed already high oil prices even higher — bad news for consumer prices and the global economy.

But鈥痠n the longer term it could mark the beginning of significant reduction in Europe鈥檚 dependence on Russian oil and gas and a further boost for alternative (non-carbon) energy development and electric vehicle (EV) sales.

In the U.S., the war in Ukraine has also bolstered the case for energy independence and fueled a surge in demand for EVs. At the same time, higher gasoline prices have contributed to a spike in inflation, with profound implications for both consumers and businesses.

鈥淭he shift from internal combustion-powered cars to hybrid and fully electric is one of the factors accelerating the sustainable energy transition from hydrocarbons to more renewable energy sources,鈥� said Brent Potts, senior director of Global Marketing for the Oil, Gas, and Energy industry at 麻豆原创.

Even before this year鈥檚 stark rise in gas prices, consumers鈥痟ad begun buying more electric and hybrid vehicles. Together they accounted for 6.2% of all new vehicle purchases in the U.S. last year, up from 4.2% in 2020, according to auto industry research firm Edmunds.

Higher gasoline prices have supercharged this trend. In the first three months of 2022, EV registrations in the U.S. shot up an astonishing 60% even as auto sales overall declined 18%.

Global electric car sales in March 2022 — the month after Russia invaded Ukraine — were also rose 60% year-over-year, reaching a 15% share. The fastest-growing region was China, up 118%. Sales of EVs in China shot up 118% year-over-year to 26% share, while European sales were up 10% to 22%.

As Brent notes, this accelerated shift, 鈥渋s鈥痳equiring companies to rethink how they run their businesses.鈥�

Contact:
Ilaina Jonas, Senior Director of Global Media Relations, 麻豆原创
+1 (646) 923-2834,鈥�ilaina.jonas@sap.com
麻豆原创 麻豆原创 Room

As the pressure for environmental, social, and governance (ESG) accountability continues to build among customers and stakeholders, oil and gas providers have little choice but to address their complicated relationship with . The sector currently accounts for approximately 9% of all human-made greenhouse gas emissions, according to听. Plus, customer consumption of refined fuels comprises another 33% of global emissions.

The struggle over emissions reduction is unquestionably the proverbial elephant in the (board)room. Yet, at the same time, executives are also concerned about intensifying demand among regulators, activists, investors, and banking institutions for measurable proof and documentation of their progress. In fact, 37% of industry players, surveyed by听, are already planning to address increasing ESG standards by implementing capabilities to centrally store carbon data within the next two years.

Navigating a Pivotal Transition with Clarity and Trust

Transitioning to cleaner forms of fuel is a worthy investment into the future of humankind. But it鈥檚 also challenging how executives manage their information.

The process changes, business model adjustments, and diversification opportunities needed to abate emissions depend on critical factors, ranging from geography, regulations, and carbon pricing to the availability of renewable technology and reliable infrastructure. And in most cases, this information is buried in a massive variety of operational, administrative, and contractual documentation, including land-lease agreements, invoices, maintenance records, land files, well files, pipeline records, offshore assets, and inspection records.

Traditional approaches to sorting, classifying, and analyzing stacks of paperwork are too impractical for any business that thrives on efficiency, speed, and cash-flow optimization. Whether managed through a manual process or legacy technology, data and content volumes inevitably reach a point where information is siloed, easy to lose, and challenging to access. Moreover, considering how widely dispersed the workforce is currently, this form of document management only inhibits cross-channel intelligence, limits productivity, and increases costs.

It seems that most oil and gas companies are getting the message loud and clear: more than 65% are increasing their investment in enterprise software solutions and cloud migrations, as indicated by IDC research. In return, document workflows are digitalized and document processing is automated 鈥� all hallmarks of intelligent enterprise content management (ECM).

Integrated, cloud-based 麻豆原创 enterprise content management solutions by OpenText are well-designed for the continuous change of content volume that companies experience. They can help streamline workflows by unifying business processes and integrating suppliers into daily workflows. Furthermore, with the inclusion of artificial intelligence (AI) and machine learning, organizations can capture, organize, and analyze data at a moment鈥檚 notice to make asset-related predictions and recommendations and remain compliant with ESG requirements.

For example, individual departments, business functions, locations, and facilities can collaborate more closely by fluidly exchanging guidance and analytics-based insights more efficiently. Managers can also streamline processes to produce new, easier-to-consume content with greater visibility into user access patterns. But most important is the ability to trust the intelligence, make decisions confidently, and communicate progress effectively, since all enterprise information is derived directly from an up-to-date repository of documentation.

Spreading Growing Intelligence Enterprise-Wide

The future may seem uncertain, but one thing is unambiguous: the oil and gas industry has a vital role to play in our world for many, many years to come. But now it鈥檚 time to take the next step in the transformation journey by digitalizing one of the most critical areas of the back office, ECM.

And why not? Most companies are already underway by adopting new ways to automate their operations in the field and plant. And by extending that mindset to become fully aware of the benefits of 麻豆原创 ECM solutions by OpenText, the balance between profitability, public trust, and positive ESG outcomes can become easier to achieve.

Ready to learn how 麻豆原创 ECM solutions by OpenText can help turn your oil and gas business into a provider that leads the industry toward a more sustainable future for everyone? Read the info sheet, 鈥�.鈥�

In a recent LinkedIn Live session, 鈥�,鈥� Maribel Lopez, CEO of , hosted a roundtable with Oz Rodriguez, head of Product Go-To-Market Strategy at Lloyd鈥檚 Register, and Ivo Bauermann, senior vice president and head of Business Development for .

During the discussion, Rodriguez explained how a technology platform strategy helped Lloyd鈥檚 Register develop new customer offerings for oil and gas companies, particularly those involved in downstream oil and gas production. The conversation also provided advice to organizations embarking on digital transformation about how to pick the right technology platform to fuel that transformation.

Rodriguez鈥檚 priority was to leverage Lloyd’s Register鈥檚 experience in improving maritime vessels and structures and apply it to a software offering that would solve common problems faced by energy providers.

鈥淲e intimately understand assets and how they can fail,鈥� said Rodriguez. 鈥淲e can use this to help develop the best maintenance or inspection plans for their equipment. But if we have to build the infrastructure by ourselves, it takes too much time.鈥�

That鈥檚 why Lloyd鈥檚 Register chose 麻豆原创 BTP to help develop , its asset performance management solution. Lloyd鈥檚 Register already used 麻豆原创 for its internal business processes and as the foundation for other customer services. With 麻豆原创鈥檚 and Rodriguez鈥檚 ability to leverage existing 麻豆原创 skills and technology already within the company, he reported selecting 麻豆原创 was a 鈥渘o brainer.鈥�

AllAssets aims to eliminate unscheduled downtime and to provide cost optimizations for maintenance and inspection procedures, ensuring that assets operate at peak efficiency. With a virtual image of industrial machinery, energy providers can remotely assess the health of industrial machinery, monitor reliability and performance, and proactively identify issues before they become accidents 鈥� with potentially disastrous effects on people and the planet.

But to create AllAssets, the team at Lloyd鈥檚 Register needed a cohesive system that provided full oversight. 鈥淲hen we developed the solution, we wanted to fix the problem of siloed systems, which we estimate causes 20% to 30% in lost revenue,鈥� said Rodriguez.

That鈥檚 where , part of the 麻豆原创 BTP platform, came in. Rodriguez explains that the suite helped create workflows that let customers bring information into the AllAssets application and provided a uniform way of looking at their business information.

In addition, 麻豆原创 BTP had the data capabilities that were critical for Lloyd鈥檚 Register. 鈥淔or us, data is crucial 鈥� you need the right data at the right time to make the best decisions,鈥� said Rodriguez. 鈥淭his platform allows us to be an enabler from that standpoint and that鈥檚 why working with 麻豆原创 has been great.鈥�

An early adopter of 麻豆原创 BTP, Rodriguez is enthusiastic about the recently added low-code and no-code capabilities within the platform. He believes this 鈥� and the library of pre-built services 鈥� allows his team to focus on further differentiating their customer offerings.

This plug-and-play model aligns with how 麻豆原创 views the platform. 鈥溌槎乖� provides building blocks with industry expertise,鈥� said Bauermann. 鈥溌槎乖� BTP is unified set of software services that allows you to integrate business processes, orchestrate business data, and easily create applications for unique user experiences.鈥�

For those considering how a technology platform fits into their digital transformation strategy, Rodriguez cautions not to move too fast. 鈥淢any people thought digital transformation means move everything into the cloud and digitize everything,鈥� he said. 鈥淏ut that can lead to siloed apps. If they鈥檙e not integrated into a single platform with a single view, it creates more problems than it solves.鈥�

He also believes that digital transformation should eliminate waste. So carefully evaluate the processes that need digitizing. In some instances, manual processes suffice whereas automating others may increase efficiency.

Similarly, don鈥檛 waste your human resources 鈥� use your people and their talents wisely. Rodriguez advises: do what you鈥檙e good at and leverage vendors鈥� platform expertise. 鈥淚f you have to build orchestration and APIs for everything as well as manage security, then you鈥檙e spending cycles doing things you鈥檙e not specialized in,鈥� said Rodriguez.

Last, pick a vendor that can grow with you. According to Rodriguez, good software is always evolving, keeping pace with the demands of its customers 鈥� and their customers. 鈥淏ecause 麻豆原创 BTP evolved and matured, it鈥檚 allowed us to increase our vision and ambition,鈥� he said.

For more, of 鈥淧roviding a Foundation for Modern Business.鈥�

Robin Meyerhoff is head of Communications for 麻豆原创 Business Technology Platform.

Many of the observations have been distressing. According to the United States鈥� Occupational Safety and Health Administration (OSHA), between 2013 and 2017, 489 oil and gas workers were killed on the job because of explosions and fires, improperly confined spaces, chemical exposure, and other causes.

In 2018, for example, a gas leak in Brooklyn, New York resulted in a blast that claimed the lives of three employees of the electricity and gas utility company National Grid.

When Westernacher examined these types of mishaps, there was a realization that, more often than not, the incidents were either identified too late or discovered by chance.

The Technology Exists

As IT specialists, the company understood what was lacking: real-time, detailed, and individual tracking for gas exposure, not to mention reliable motion detection for workers.

Certainly, the advanced technology and IT infrastructure were there to ensure employee safety and compliance while conforming with established business processes and procedures.

The challenge was creating a new platform that would protect workers in a way that hadn鈥檛 existed before.

And Westernacher was uniquely positioned to do so.

Removing Workers from Harm鈥檚 Way with IoT Technology

Since 1969, Westernacher has been at the forefront of driving digitalization and automation. Its more than 750 consultants have turned the company into one of the world’s leading brands for technology-driven innovation.

As part of the 麻豆原创 PartnerEdge program 鈥� a program that allows close collaborators of the multinational software corporation to gain special access to resources, services, and benefits 鈥� Westernacher knew where to go for high-tech assistance to ensure the highest level of worker safety and compliance.

One particular asset was , which embeds physical objects with sensors, processing ability, software, and other technologies to exchange data with devices and systems over the Internet and other communications networks.

For example, electronic textiles, or e-textiles, are fabrics containing digital components. These include smart shirts and body suits containing such as pulse rate, heart rhythm, muscle stretch, temperature, and physical movement.

Now, IoT technology, along with analytics of real-time data, would proactively protect workers by detecting the first signs of impending danger.

A Transformed Workplace

Westernacher鈥檚 Connected Worker platform was deployed in November 2020, using 麻豆原创 IoT as the foundation for its real-time monitoring of worker safety and compliance.

Like something out of Star Trek, core information came from such smart devices as gas detectors and smart shirts and smart watches to determine the presence of toxins, along with worker heartbeat and respiration activity. These also relayed information on whether employees were wearing harnesses.

If a worker in a remote spot fell, a manual mobile app immediately reported the location. To the lay person, this may seem mundane. But to the worker, it鈥檚 the difference between life and death.

鈥淭ransparency has been taken to a whole new level, enabling continuous safety and health monitoring of employees,鈥� noted Matthias Hollenders, Westernacher鈥檚 global lead for Industry 4.0 鈥� or digital transformation for manufacturing and production 鈥� and IoT.

Companies utilizing the new platform noticed some startling changes, among them 65% fewer accidents. And with their concentration on their jobs rather than the fear of getting hurt, worker efficiency increased.

Current plans include expanding the cutting-edge IoT solution to cover areas like maintenance, manufacturing, and logistics.

Hollenders asserts that the successful project 鈥減roves that such innovative solutions can be implemented in a short time and generate tremendous value.鈥�

For this groundbreaking contribution to worker safety, Westernacher Consulting was recognized as a 2021 麻豆原创 Innovation Awards finalist. You can read more about the company鈥檚 dramatic solution to workplace accidents in its 麻豆原创 Innovation Awards pitch deck .

Keith E. Greenberg is an 麻豆原创 global marketing contributor.

The average price of a gallon of gas in the U.S. surpassed $3.51 on Wednesday, according to听, up four cents from the week before and nearly $1 higher than a year earlier.

Brent crude, a key trade benchmark for crude oil prices, rose 1.1% to $94.26 a barrel, up roughly 20% since the start of the year.

麻豆原创’s Take

U.S. gasoline prices have reached their highest level in nearly eight years prompting a spike in investment in sustainable energy, says John Tully, 麻豆原创 senior vice president of the South Region.

At first blush, the most recent surge can be attributed to the political tension over a possible invasion of Ukraine by Russia, which pumps out about 10% of the world鈥檚 oil supply. But the reasons for the increase are more complicated, said Tully, whose North American region has a significant concentration of oil and gas customers.

鈥淔irst, economies are expanding again following the contraction associated with COVID-19,鈥� Tully said. 鈥淕DP levels are recovering, which means more energy is being consumed.鈥�

As Tully mentions, tensions in Ukraine are only one factor affecting gas prices. Many developed countries have not invested in upgrading or expanding their hydrocarbon-related industry capacity and technology capabilities. So, as expanding economies create a boom in demand, geo-political and environmental concerns have constricted supply.

鈥淲e’ve got this imbalance that creates an opportunity for speculation to drive up the price of oil,鈥� Tully said.

But can sustainable energy replace gas prices approaching $4 per gallon? Not yet, Tully says, because none of the alternative energy sources can scale to meet global demand. However, that could change.

鈥淓very time energy prices increase, you will see demand spike for alternative energy and technology investments to support growth in this area,鈥� he said.

According to Tully, there is an unprecedented interest in alternative and sustainable energy sources, especially from traditional oil and gas companies. However, if prices do not stick, the incentive to grow investments in alternative energy sources could evaporate.

鈥淧eople will wait and see,鈥� Tully said. 鈥淚f prices reach probably above $80.00 a barrel, and there鈥檚 confidence they will remain there, I think we’ll see much greater investment in alternative energy forms and technologies to support development. The obvious candidates to start are solar, with wind and hydrogen not too far behind it.鈥�

Contact:
Justin听Wolz, Communications Manager, East & South Market Units
麻豆原创 North America, j.wolz@sap.com, +1 (919) 306-7084

The company plays a leading role in crude oil refining and marketing of petroleum products in the country as well as the greater Eastern Mediterranean region, supplying its customers with a wide range of high-quality products. Motor Oil produces 185,000 barrels of crude oil each day with a workforce of 2,500 employees and exports to more than 45 countries. The refinery, along with its ancillary plants and fuel distribution facilities, constitutes the largest privately-owned industrial complex in Greece.

Recently, Dimitrios Michalopoulos, head of Industrial Applications at Motor Oil, explained how the company improved environmental, health, and safety processes. This is of significant importance to the company鈥檚 success in keeping incidents at a minimum and ensuring a safe work environment for its employees.

Replacing Manual Incident Management Processes

For many years, incident management processes were cumbersome and manual. 鈥淲e have three categories of incidents: incidents where someone was hurt like through a fire, near misses, and safety observations,鈥� Michalopoulos said. 鈥淚n the past, the incident management process was based on spreadsheets. In the case of an incident, refinery engineers had to fill a predefined form and e-mail it to our health and safety department. As there were no predefined field values, employees were free to enter texts without getting any system-based assistance and control.鈥� He continued: 鈥淎s a result, it was very difficult to generate any relevant KPIs as the entire process was manual.鈥�

The assignment of incident managers was carried out by the health and safety section head without adequate traceability on what happened when and who was actually acting as the responsible incident manager.

鈥淭he investigation and root cause analysis process was executed completely offline, and corrective or preventive actions that were decided to be executed resulted from the investigation process. All of that was recorded in shared spreadsheet files and progress was communicated via e-mail,鈥� he added. 鈥淚t is obvious that the monitoring of corrective or preventive actions was a cumbersome and time-consuming task for all incident managers. The preparation of KPIs and reports based on unstructured data was a challenging and manual process with a high risk of human error.鈥�

The company had to take a new approach to overcome the challenges. 鈥淎ll the above challenges related to an insufficient quality of incident management. The amount of time required for managing this on a daily basis, including preparing KPIs and reports, led us to the decision of deploying a new and integrated solution based on 麻豆原创 ERP,鈥� Michalopoulos explained.

Project Objectives and Key Factors

In terms of objectives and key factors, Michalopoulos identified increasing employee participation in and awareness of health and safety processes as one of the key objectives for the project. 鈥淲e wanted to introduce an intuitive way to make incident reporting easier for everyone in the refinery,鈥� he said.

Additionally, standardizing incident management processes was another important objective for the company. Based on the refinery鈥檚 official procedures, it was important to Motor Oil that every employee should be able to report an incident or a safety observation. To raise employee awareness, the company also set up a rewards program.

Meeting Strategic Goals with a Modern Solution

Motor Oil evaluated 麻豆原创 Environment, Health, and Safety Management and determined that the 麻豆原创 EHS Management, incident management application best covered its requirements. 鈥淲e can rely on it,鈥� Michalopoulos said, adding 鈥渙ur IT infrastructure is based on 麻豆原创. Therefore, we wanted to benefit from leveraging integrated data from other 麻豆原创 solutions and be able to prepare consolidated reports without developing complex interfaces.鈥�

Motor Oil deployed the incident management capabilities with its health and safety section as the business owner. 鈥淎ll 1,500 refinery employees can now use the system and the interactive forms can be filled by everyone,鈥� Michalopoulos remarked. Moreover, the solution is used by the incident managers in the health and safety section as well as by refinery section and refinery department heads, which comprise about 50 people.

Improved and Automated Reporting

鈥淲e deployed the new system in July 2021 with assistance from Real Consulting IT Business Solutions S.A. Therefore, it has been productive for only a few months and it is still early to determine safe metrics about the benefits,鈥� Michalopoulos said. 鈥淥verall, the quality of our health and safety processes and the time required for managing incidents have significantly improved.鈥� So far, Motor Oil has seen:

• Increased employee awareness and higher compliance with internal and external safety regulations and standards
• Standardized and eased incident reporting on a tablet for all 1,500 refinery employees and the management team
• Time savings of 25%-30% in managing incidents and reporting, thanks to automated workflows, predefined KPIs, and interactive forms allowing them to focus on higher value-add tasks
• Availability of up-to-date online reports with the latest incident information details, enabling fast decision-making and advanced analytics
• Simplified and documented incident investigation and root cause analysis processes automatically trigger corrective and preventive actions that can be monitored and tracked with regard to progress
• Cost savings thanks to the integration with the company’s human resources system, which runs on 麻豆原创 solutions, to immediately access refinery employee details

New Solution Supports Corporate Goals

麻豆原创 EHS Management helps Motor Oil meet its corporate goals. 鈥淭he nature of Motor Oil Group鈥檚 business operations, such as refining, storage, transportation, and marketing of petrochemical products, make occupational health and safety a matter of high importance and a top priority to us. Our management鈥檚 commitment to ensure a safe working environment is absolute and permanent. We take an ongoing and systematic approach for the improvement of health and safety issues,鈥� Michalopoulos said. 鈥淏ased on this strategy, 麻豆原创 EHS Management plays a vital role to us.鈥�

The company鈥檚 future plans include implementing additional software components. 鈥淥ur greenfield implementation is in progress and considered the digital core of the transformation process at our company. In addition, was selected as our strategic tool for planning and budgeting processes at group level.鈥�

Request a to learn how to respond and recover while ensuring the safety of employees and customers in times of change with integrated environmental, health, and safety management. Read a on how empowering employees with intelligent systems and data can help them manage unforeseen events in near real time and make more informed decisions.

Karin Fent is senior director of global Customer Success Digital Supply Chain at 麻豆原创.

The startups in the cohorts are building innovative solutions to drive sustainability for consumer and retail companies across the value chain in areas including reusable packaging and responsible and ethical supply chain. The startups will also focus on helping companies in the energy and natural resources industries manage sustainability goals including compliance, regulation, tracking and carbon trading.

Over the next 16 weeks, the startups will work alongside curated sustainability and technology experts from Accenture and 麻豆原创, with access to 麻豆原创 technology and application programming interfaces (APIs) and opportunities to collaborate with 麻豆原创 and Accenture customers around the world. The startups will integrate with 麻豆原创 solutions such as and and leverage Accenture鈥檚 and broad industry knowledge, building upon the companies鈥� long-standing partnership and shared commitment to . The following startups are participating in the 麻豆原创.iO Foundries North America sustainability cohorts:

Consumer and Retail

• offers a circular platform that encourages consumers to buy in a more convenient, affordable way with zero waste and connects people, brands and retailers to change consumption habits.
• calculates the carbon emissions of business activities, then programmatically offsets those emissions by funding impactful certified carbon offset projects like planting trees or building windfarms.
• leverages blockchain and Internet of Things technology to offer transparency into supply chains for clarity on quality, origin, sustainability footprint and compliance standards.
• helps customers run their business differently with real-time data intelligence from each of their products end to end, from factory to consumer and beyond.
• provides a dynamic and risk-assessment-based quality compliance program for digitalization, automation, transparency and traceability.
• is a platform for sustainable shipping including reusable packaging, real-time tracking and predictive analytics.
• delivers a purpose-built platform for specification management that changes how brands, suppliers, manufacturers and retailers manage data and collaborate to bring products to market.

Energy and Natural Resources

• accelerates a clean energy future by enabling utilities and consumers to make data-driven energy decisions.
• empowers utilities and energy providers with systemwide visibility, forecasting and advanced controls to balance local renewable supply with flexible demand for a distributed, zero-carbon future.
• incentivizes transparent and traceable collection, sourcing and recycling of plastic waste globally.
• is the world鈥檚 first digital oil analyst. It leverages satellite technology and AI to create a digital twin of the oil supply chain, from well to wheel.
• is a data and analytics company that helps customers reduce their carbon emissions.
• covers the vendor management activities from vendor scouting to vendor qualification, vendor performance evaluation and assessment of vendor financials, compliance and sustainability.

Visit the . Follow 麻豆原创 on Twitter at .

Media Contact:
Stacy Ries, +1 (484) 619-0411, stacy.ries@sap.com, ET
麻豆原创 麻豆原创 Room; press@sap.com

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

In fact, the company has now reached a critical moment in its history of unprecedented growth, with over 300 stores and four refineries on the continent, in addition to the separate companies currently leading its logistics and innovation development.

This made it a perfect time to sit down with Delek鈥檚 vice president of Enterprise Information Management, Nir Yatziv, to better understand how technology 鈥� and 麻豆原创 S/4HANA 鈥� will help position the company for future growth.

Channeling Acquired Assets Into a Single Source of Truth

Delek has been an 麻豆原创 customer for more than 11 years, and made a series of strategic acquisitions in that time. While each addition has positioned the company to accelerate its growth, each acquired asset also came with a unique set of 麻豆原创 systems and customizations. 鈥淵ears of acquisitions had created a system with different standards and more than 6,000 objects to consolidate,鈥� Yatziv explained.

As a result, Delek鈥檚 strategy focuses on maximizing utilization and standardization to achieve new efficiencies across the organization. 麻豆原创 S/4HANA quickly emerged as the solution of choice, as the refinery team felt it was the best solution presented and could handle such a large integration of systems.

鈥淎ll of the members of our team carry more than 30 years of 麻豆原创 experience, and they very happy with what they were seeing with 麻豆原创 S/4HANA,鈥� Yatziv said. 鈥淲hen we compared 麻豆原创 to the competition, it quickly became clear why 麻豆原创 has succeeded in the energy sector: the industry speaks the language of 麻豆原创 without even knowing it sometimes, something the competition couldn鈥檛 contend with.鈥�

麻豆原创 CEO Christian Klein鈥檚 announcement could not have come at a better time.

The Case for RISE with 麻豆原创 and 麻豆原创 S/4HANA at Delek

As an 麻豆原创 veteran, Yatziv evaluated the new RISE with 麻豆原创 offering and immediately saw benefits, from simplifying the order processing process to better navigating complex implementation scenarios. However, making such a transformational change is not a trivial decision. So, why should an 麻豆原创 customer make the move now?

鈥淢ost companies that use 麻豆原创 are large data companies, and 麻豆原创 S/4HANA has an in-memory database that provides quick calculation capabilities,鈥� Yatziv said. 鈥溌槎乖� S/4HANA brings unparalleled ease of use, flexibility, and user experience.鈥�

Going Forward: The Importance of Standardization

Today, Yatziv and his team are preparing for first phase of their 麻豆原创 S/4HANA greenfield implementation, which is set to begin in July and continue through the end of 2021. The Delek team is itching to get started.

鈥溌槎乖� best practices work,鈥� Yatziv said. 鈥淐hallenge yourself to be humble with your approach. We committed to achieving the standard, even though it meant changing our working processes. If your 麻豆原创 system doesn鈥檛 match the way you work, check your processes. Because 麻豆原创 best practices have been well-established 鈥� and have been proven to be highly successful.鈥�

John Tully is senior vice president and managing director of the South Region for 麻豆原创 North America.

Six startups in the areas of predictive analytics, industrial assets management, workers鈥� safety and wellness have been selected to join the program.

鈥溌槎乖� is committed to helping our customers transform and grow,鈥� said Damien Bueno, 麻豆原创 ANZ president and managing director. 鈥淧artnering with some of the most innovative startups pioneering advancements across the energy and natural resources sectors enables us to do exactly that. This program will help our customers accelerate innovation by tapping into the expertise of cutting-edge startups from across the region, including two Aussie success stories: Streamwise and MOVUS.鈥�

The equity-free program is designed to accelerate innovation and drive new business models for 麻豆原创鈥檚 customers. During the 13-week virtual program, the startups will have access to curated mentorship, exposure to 麻豆原创 technology and application programming interfaces (APIs), and collaboration opportunities with 麻豆原创 customers.

The energy and natural resources cohort includes the following startups:

• offers an easily deployable sensor that monitors ambient conditions including vibration, noise and temperature, and then processes them using machine learning before providing updates on real-time equipment status to minimize unplanned downtime.
• offers wearable technology and a proprietary platform to help companies monitor and respond to worker safety and productivity challenges.
• enables service providers and enterprises to capture and share the built environment as photorealistic digital twins to improve operational decisions.
• delivers data-enhanced automation and decision intelligence that allows mining companies to process real-time information from settling ponds, tailing dams, water management and environmental monitoring processes.
• provides highly accurate AI tools from small data sets to develop explainable solutions used in the medical and manufacturing fields, for better, faster and more-reliable decisions based on AI-driven insights.
• tackles the underlying problem of circadian and sleep disruption by translating the latest in sleep and circadian neuroscience into an app for shift workers to optimize their sleep, alertness, health and quality of life.

To learn more about how 麻豆原创.iO is helping innovators start up and scale with 麻豆原创, please visit .

Visit the . Follow 麻豆原创 on Twitter at .

Media Contact:
Benjamin Nickel, +49 170 4920616, benjamin.nickel@sap.com, CET
麻豆原创 麻豆原创 Room; press@sap.com

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

Corrosion Under Insulation Manager is one of the latest 听built and run on the open听. These industry solutions use intelligent technologies, such as artificial intelligence and advanced analytics, to create compelling user experiences and to digitalize and automate operations. 麻豆原创 and partners focus on solutions for the core business of our customers in their industries to help optimize end-to-end processes and to enable the development of new and differentiating business models.

鈥淚n collaboration with DNV GL, we will deliver the first industry cloud solution for the oil and gas industry,鈥� said Benjamin Beberness, 麻豆原创 Oil and Gas Business Unit global vice president.

CUI is the largest maintenance cost for offshore and onshore installations with insulated pipes. In close collaboration with the industry, DNV GL has developed a new risk-based methodology, published a new recommended practice and turned the insights into an easy-to-use interface with the CUI Manager. Through the strength of DNV GL鈥檚 models and the integration with 麻豆原创 Asset Intelligence Network and the 麻豆原创 Asset Strategy and Performance Management application, this solution will provide an efficient and standardized way to address the risk of CUI.

CUI Manager continuously assesses and calculates the CUI risk, helping integrity engineers and managers prevent failure, increase safety and manage hidden threats.听It optimizes asset strategy and planning by providing detailed, instant insights on current and planned risk as well as the resulting cost development.听The solution鈥檚 full integration with 麻豆原创 Asset Strategy and Performance Management enables calculation and visualization of the complete risk picture using 麻豆原创 Cloud Platform.

鈥淭he combination of DNV GL鈥檚 deep technical insight and state-of-the-art software solutions with 麻豆原创鈥檚 cloud-based solutions for intelligent asset management will generate significant value for our customers,鈥� DNV GL Oil & Gas CEO Liv A. Hovem said. 鈥淲e look forward to bringing additional solutions to the market jointly with 麻豆原创 in the near future.鈥�

Learn more about the solution on the .

Visit the . Follow 麻豆原创 on Twitter at .

Media Contact:
Stacy Ries, +1 (484) 619-0411,听stacy.ries@sap.com, ET
麻豆原创 麻豆原创 Room; press@sap.com

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

鈥淏usiness success relies on our access to the right data at the right time,鈥� Jaber Al Sulaiti, chairman of Al-Ahed Holding in Qatar, says. 鈥淥ur goal is to use digital transformation as a key differentiator in making our company more agile and responsive to market conditions.鈥�

Today the group comprises three companies with operations including engineering, procurement, installation, commissioning (EPIC) contracts, maintenance and shutdowns for oil and gas, trading, services, and non-destructive testing (NDT).

Despite its successes to date, the leadership team accepts that only technology-driven companies will survive 鈥� and thrive 鈥� in an increasingly competitive business environment.

To drive greater operational efficiency and gain a competitive edge in its customer relationships, the group has recently taken the first step on its digital transformation journey with the successful implementation of 麻豆原创 S/4HANA Cloud as a new digital core.

鈥淲e selected 麻豆原创 after careful due diligence of cost analysis and for its track record of transformation,鈥� says Jassim Al-Mansoori, CEO of Al-Ahed Holding. 鈥淏est practices and automated workflows will enable us to optimize our core business and financial processes, as well as improve key areas such as corporate governance and risk management. 麻豆原创 is also highly innovative and deploying in the cloud gives us regular access to the latest technology developments.鈥�

The first phase of the ambitious implementation was achieved in record time across two of the group鈥檚 companies: Al-Ahed Trading and Contracting and Doha Petroleum Company Limited (DOPET). Under the leadership of DOPET GM Mohammed Al Saee and Al-Ahed Trading and Contracting GM Mendonsa, challenges including COVID-19, workplace closures, absence of 麻豆原创 consultants physically at the workplace, supply chain disruptions, and so on, have not hampered the enthusiasm for implementation.

As Al-Ahed Holding Chief Financial Officer Singaraju notes, this was one of the critical success factors for the implementation.

鈥淭he commitment and involvement of top management is of paramount importance for transformation,鈥� he explains. 鈥淭he biggest challenge has been changing the mindset. Our people had been using the old system for years 鈥� this is like moving from a bicycle to a Formula 1 car.鈥�

To demonstrate this support, Al-Mansoori attended a recent meeting to announce the success of the 麻豆原创 implementation. He spoke of its importance in the context of the company鈥檚 鈥�3 S鈥� pillars 鈥� strategy, staffing, and systems 鈥� and how the new digital core would make the organization more agile and revitalize its forward-looking approach.

Working with the right partners is also critical. The implementation was supported by Qatar-based technology consultants iHorizons, together with Highbar Technocrat in India, a leading IT solutions provider for the infrastructure industry.

Al-Mansoori points out that the imminent go-live is only the first step on the group鈥檚 transformation journey: 鈥淲e have taken a progressive approach with 麻豆原创 S/4HANA Cloud and have the right foundations in place to go forward. The evolution of a traditional business by using digital transformation as differentiator would be the key to future success.鈥�

鈥淎ll the benefits we realized from digitalizing with the 麻豆原创 Ariba solutions during the pilot project were even more apparent after we witnessed the fragility of supply chains in this industry in the early days of the coronavirus pandemic,” MOL Group’s Chief Procurement Officer P茅ter Labancz said. “With 麻豆原创 Ariba solutions, we can make our supplier collaborations even more efficient by managing our subcontractors’ database centrally, reducing procurement lead times, improving data and process transparency and reliability, automating many of the activities previously performed with manual data entry, and importantly, enabling our cultural and procurement transformation journey.鈥�

Digitalizing procurement with 麻豆原创 Ariba solutions is the next phase in MOL Group鈥檚 strategic plan to digitalize operations with new generation technologies and automate business processes. The project is an expansion of its use of enterprise resource planning and human resource management solutions from 麻豆原创. With 麻豆原创 Ariba solutions, including and 麻豆原创 Ariba Commerce Automation, MOL Group aims to:

• Standardize its procurement operation on a single platform in the cloud, reducing complexity and increasing efficiency source to settle
• Improve communication and collaboration among its nearly 200 sourcing professionals and its more than 5,000 suppliers, reducing errors and fostering long-term, strategic relationships
• Streamline and automate management of more than 4,000 contracts and nearly 250,000 purchase orders annually
• Integrate seamlessly with its 麻豆原创 ERP system using the solution

鈥淔or large enterprises like MOL, procurement processes are getting more and more complex,鈥� said Chad Crook, senior vice president and global head of Customer Engagement and Adoption, 麻豆原创 Procurement Solutions. 鈥淚n this age of unpredictable disruption, digital platforms provide a solution for managing such complex, global supply chains with agility, efficiency and transparency across the entire end-to-end process, driving cost savings and improved supplier relationships for long-term success.鈥�

麻豆原创 Ariba solutions provide MOL Group with a modern digital solution to help maximize procurement efficiency and enhance collaboration with suppliers. The company also will benefit from access to Ariba Network, one of the world鈥檚 largest digital business networks, connecting more than five million companies in 190 countries and where more than US$3.46 trillion in commerce flows annually.

For more information visit the 麻豆原创 News Center. Follow 麻豆原创 on Twitter .

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麻豆原创 麻豆原创 Room; press@sap.com

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