Wireline Magazine Autumn 2020 Issue 49

What are some of the partner organisations doing to bring fresh pace to digital transformation?

Stephen says OGTC views itself as a “neutral” space where consortia can be formed to look at data-rela ted challenges in particular. It’s developing a couple of projects focused on promoting trust in data-sharing while also facilitating data access for software and hardware developers. Strategically, it supports swift progress in specialist areas such as specialist robotics and autonomous systems. “There’s lots of academic and developmental work around those, but we really need to get it put to use in the industry. We’re trying to facilitate that because it’s in everyone’s interests that we start using these solutions at scale so that we can learn from each other and the supply chain can develop the systems and services that underpin their deployment.” ONE is a partner in the joint EnergyTech initiative, launched in September 2020, which brings together a variety of stakeholders to boost innovation in the energy sector. The group is also set to introduce a project to support greater digitalisation of energy supply chain SMEs, including interactive workshops featuring digital sector companies. Separately it is working on a partnership with multiple stakeholders from the education sector to create a single portal for sourcing information on all digital skills training in the north-east. The TLB is focused on engaging with fellow stakeholders to underpin a cohesive approach. “One of the strengths of the TLB is its ability to access senior management in our industry to understand strategic thinking, act as a sounding board for ideas and ensure everyone’s on the same page,” explains Dave. “It’s also a way of raising awareness of the programmes and initiatives being developed by OGUK, OGTC, ONE and other stakeholders, and asking for business participation in some of these opportunities.” “Certain companies may be emerging as leaders in specific areas of digitalisation, while others may in turn require help to move forward, so there’s a major opportunity for a mutual support network to grow.” “The key priority for the data and digitalisation network is to make sure it’s not a talking shop. It must have active projects that move things forward – not at breakneck pace necessarily, but in a way that brings people together and realises tangible progress.” For OGUK’s part, it is engaging with industry on the business case to establish a new ‘Digital Forum’ which would be tasked with developing and progressing the findings of these studies into tangible outcomes for the sector. Any organisations or individuals interested in joining and contributing to such a Forum are encouraged to contact OGUK.

digitalisation, and to get digital culture embedded in the same way as HSE culture has become embedded in our industry.” What it all amounts to, adds Dave, is a paradigm shift for the industry. “People have to think differently about how they operate – the value you get from digital working is derived from access to data and that wider knowledge base. It doesn’t come from being insular; what you’re prepared to put in is what you get out.” Jared believes there’s another resource that businesses can tap into to realise a data dividend: their own people. “Companies starting to drive a digital agenda, usually from the top down, typically don’t have an innovation process,” he explains. “There will invariably be individuals within their organisation with fresh ideas on how to take the agenda forward, and all it needs is a simple mechanism in-house to encourage and capture fresh thinking.”

“The question is how to instil greater trust in data sharing and make it as open as possible – creating a data ecosystem.”

You can view the full report at: https://oilandgasuk.co.uk/product/ ukcs-data-digital-maturity-survey-report-2020/

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