Podcasts about statoil

Nuova puntata dell'appuntamento domenicale di «Giorno per giorno»: le repliche dell'editorialista alle domande e osservazioni che avete mandato via WhatsApp al 345 6125226.I link di corriere.it:L'appello di Draghi all'Europa: deve agire come un unico StatoIl business milionario delle truffe: in un anno oltre 40.000 denunciatiLa cittadinanza italiana in sconto (per il Black Friday) grazie allo ius sanguinis

Best Low-Carbon ETFs and Stocks includes reviews of two articles by financial analysts at the highly respected Carbon Credits organization. By Ron Robins, MBA Transcript & Links, Episode 146, January 24, 2025 Hello, Ron Robins here, welcome to my podcast episode 146 published January 24, 2025, titled “Best Low-Carbon ETFs and Stocks.” It's presented by Investing for the Soul. Investingforthesoul.com is your site for vital global ethical and sustainable investing mentoring, news, commentary, information, and resources. Now I'm having to record this podcast two days earlier than usual. But it is still filled with great, up-to-the-minute, informative articles! Also, remember that you can find a full transcript and links to content – including stock symbols and bonus material – on this episode's podcast page at investingforthesoul.com/podcasts. Also, a reminder. I do not evaluate any of the stocks or funds mentioned in these podcasts, and I don't receive any compensation from anyone covered in these podcasts. Furthermore, I will reveal any investments I have in the investments mentioned herein. Additionally, quotes about individual companies are brief. Please go to this podcast's webpage for links to the articles and more company and stock information. ------------------------------------------------------------- Best Low-Carbon ETFs and Stocks (1) Today, I'm starting with two articles on low-carbon ETFs and stocks from analysts at carboncredits.com. The first article is titled Top 5 Carbon ETFs for Sustainable Investing in 2025. It's by Saptakee S. Here are the picks and brief quotes from the article. “1. iShares Global Clean Energy ETF (ICLN) is a part of BlackRock and a top-performing ETF… Essentially, this fund tracks an index of stocks in the global clean energy sector. One important attribute of this ETF is its strict sustainability rules. It excludes companies involved in weapons, tobacco, coal, oil sands, and Arctic drilling. (It) currently manages assets worth $5-6 billion. 2. Invesco Solar ETF (TAN) known as TAN, manages assets valued between $3–4 billion… This fund focuses on solar energy companies, such as manufacturers, installers, and technology providers… TAN is based on the MAC Global Solar Energy Index. It invests 90% of its assets in securities, American depositary receipts (ADRs), and global depositary receipts (GDRs) listed in the index… 3. First Trust Global Wind Energy ETF (FAN) known as FAN, currently manages assets worth $2–3 billion… It's prospective for those managing wind farms, producing wind power, or making wind energy equipment. However, companies must have a market cap of at least $100 million, a daily trading volume of $500,000, and a free float of 25% to join the index. 4. SPDR S&P Kensho Clean Power ETF (CNRG) currently has assets worth $1–2 billion… It is managed by State Street's Investment Solutions Group and is built for long-term growth. With its focus on innovation and the clean energy sector, this ETF is a great option for those wanting to invest in the future of renewable energy. 5. Global X Lithium & Battery Tech ETF (LIT) gives investors access to the booming electrification, lithium, and battery technology sector. Their assets have a $4–5 billion valuation… The ongoing global demand for lithium and supply constraints make this ETF a promising investment in this sector.” End quotes. ------------------------------------------------------------- Best Low-Carbon ETFs and Stocks (2) Now this is the second article on Low-Carbon investments titled Top 5 Carbon Stocks to Watch in 2025. It's by Jennifer L. and also found on carboncredits.com. “1. Brookfield Renewable Partners (BEP) is one of the world's largest publicly traded renewable energy companies. With a clear focus on clean, renewable energy, Brookfield Renewable Partners distinguishes itself from many of its competitors by operating as a pure-play renewable energy company. This means that its portfolio consists exclusively of renewable sources of power generation, unlike other companies that often combine renewable energy with fossil fuel assets. As of 2024, Brookfield Renewable Partners diversified portfolio encompasses over 35,000 megawatts of operating capacity across various renewable energy sources. This extensive array of assets spans multiple regions, including North America, South America, Europe, and Asia, underscoring Brookfield Renewable Partners commitment to global renewable energy development. For investors seeking exposure to the renewable energy sector with a preference for established companies demonstrating stable growth and reliable returns, Brookfield Renewable Partners represents a compelling option. 2. Aker Carbon Capture ASA (AKCCF) is a Norwegian company specializing in carbon capture technology. Leveraging its expertise from the Aker Group, a global leader in offshore engineering, Aker Carbon Capture has developed modular carbon capture systems that are both cost-effective and scalable… With a solid financial foundation and strategic partnerships, Aker Carbon Capture is well-positioned to expand its carbon capture solutions globally. The aim is to contribute significantly to the reduction of industrial CO₂ emissions and support the transition to a low-carbon economy. 3. LanzaTech Global, Inc. (LNZA) is a pioneering carbon recycling company that transforms waste carbon emissions into sustainable fuels and chemicals through innovative biotechnology using gas fermentation. Through this process, industrial emissions—rich in carbon monoxide and carbon dioxide—are converted into ethanol and other chemicals… The ethanol produced can serve as a building block for various products, including jet fuel, plastics, and synthetic fibers. With a solid financial foundation bolstered by recent capital raises and strategic partnerships, LanzaTech is well-positioned to expand its carbon recycling solutions globally, creating sustainable products from waste carbon. 4. Occidental Petroleum Corporation (OXY) is a major player in the oil and gas industry. However, in recent years, the company has been transforming itself into a leader in carbon management solutions.  Occidental has embraced Direct Air Capture (DAC) technology, which removes CO₂ directly from the atmosphere. In partnership with Carbon Engineering, Occidental is constructing the world's largest DAC facility in Texas, a groundbreaking project that will play a significant role in achieving global emission reduction targets… Occidental's approach is an example of how traditional energy companies are evolving to embrace sustainability. By combining its existing expertise in oil extraction with innovative carbon capture methods, Occidental is paving the way for a future where fossil fuel extraction can coexist with carbon reduction technologies. 5. Equinor ASA (EQNR) formerly known as Statoil, is a Norwegian energy giant that has diversified its portfolio to include renewable energy sources like wind power. It has also been at the forefront of carbon capture, utilization, and storage (CCUS) technologies for over 25 years… Equinor is a key player in the Northern Lights project, a pioneering initiative in Norway aimed at developing a large-scale carbon capture and storage infrastructure… Equinor has decades of experience in offshore oil and gas exploration. Its deep-rooted knowledge of energy infrastructure is key to its success in developing large-scale carbon capture and storage solutions. With the potential to store the equivalent of 1,000 years of Norwegian CO₂ emissions beneath the seabed, Equinor's initiatives are pivotal in supporting global climate goals.” End quotes. ------------------------------------------------------------- Best Low-Carbon ETFs and Stocks (3) Still, on the theme of energy-related investments is this article titled 3 Renewable Energy Stocks to Buy in 2025 and Hold for Decades. It's by James Brumley and found on fool.com. Here is some of what Mr. Brumley says about his picks. “1. Cameco (NYSE: CCJ) one of the planet's top suppliers of uranium, with access to plenty of high-grade reserves. Its two chief mining operations in Saskatchewan, Canada, are currently jointly capable of producing a total of 43 million pounds of high-grade uranium per year, but both could support more output at only marginally more cost… Do prepare for continued volatility from Cameco stock that reflects the continued volatility of uranium prices -- although maybe not quite as much as you might expect. Confidence in nuclear power as a clean source of electricity is slowly but surely improving, leveling out these swings. 2. Brookfield Renewable (BEPC -2.65%) (BEP -1.29%). (Yes, a second recommendation in this podcast.) If you feel confident that renewable energy as an industry is investment-worthy but you don't know where to start, consider a stake in Brookfield Renewable Corp. With it, you'll own a little of everything the business encompasses… There is one detail worth pointing out there. That is, this is not Brookfield Asset Management (BAM.TO), Brookfield Corporation (BN), or Brookfield Wealth Solutions (BNT). Although all of these companies are related, Brookfield Renewable is the only one with direct exposure to the alternative energy market. The others are simply involved in the management and marketing of Brookfield Renewable. 3. First Solar (NASDAQ: FSLR) First Solar stock is down nearly 40% from its June peak largely on concerns that President-elect Donald Trump isn't as supportive of solar power as his predecessor was. And maybe he isn't. The solar tax credits that boosted the business under President Joe Biden's watch are anything but guaranteed to last through Trump's tenure… The irony is that the analyst community is still calling for strong growth from First Solar regardless of who's occupying the White House. Last year's projected top-line growth of 29% is expected to be followed by 32% growth this year, followed by 21% revenue growth next year. Even producing half of that anticipated growth should shake this stock out of its current funk and rekindle a long-term advance.” End quotes. ------------------------------------------------------------- Best Low-Carbon ETFs and Stocks (4) And, yes, another analyst article on the renewable energy theme — but with a very different angle. It's titled 2 Renewable Energy Stocks to Buy in 2025 and Hold for Decades by Leo Sun on aol.com. It was originally published on fool.com. “1. NuScale Power (NYSE: SMR) produces the only small modular reactors (SMRs) that have been certified with a Standard Design Approval (SDA) from the U.S. Nuclear Regulatory Commission (NRC). Its SMRs can be installed in vessels that are just 9 feet (2.7m) wide and 65 feet (20m) tall -- which makes them much easier to deploy than larger nuclear reactors. NuScale's modular designs are prefabricated, delivered, and assembled on-site. That approach reduces the costs and construction time of a working nuclear reactor. Its current reactor clusters are certified for up to 55 megawatts of electricity… NuScale's stock has already surged nearly 650% over the past 12 months in anticipation of that approval, but it still trades more than 20% below its all-time high from last November. Analysts only expect its revenue to rise 4% to $24 million in 2024. 2. CleanSpark (NASDAQ: CLSK) develops modular microgrids for wind, solar, and other renewable energy sources. These microgrids can be deployed as stand-alone systems or plugged into existing energy grids, and they're used to funnel energy into storage systems, backup generators, and load management solutions. CleanSpark initially developed these green energy systems for other companies, but it evolved into a Bitcoin miner upon acquiring ATL Data Centers in May 2021. It upgraded ATL's mining facilities with its technology to boost their efficiency and demonstrate that it was possible to mine Bitcoins with low-carbon energy… From fiscal 2024 to fiscal 2027, analysts expect its revenue and adjusted EBITDA to grow at a CAGR of 36% and 22%... That makes it a great long-term play if you expect Bitcoin's price to keep climbing and the renewable energy market to keep expanding.” End quotes. ------------------------------------------------------------- Additional article not covered due to time constraints 1. Title: Start-up Bountiful Financial Launches Stock Indices Based on Religious Teachings & Believers' Real-World Experiences. Media release. ------------------------------------------------------------- Ending Comment These are my top news stories with their stock and fund tips for this podcast “Best Low-Carbon ETFs and Stocks.” Please click the like and subscribe buttons wherever you download or listen to this podcast. That helps bring these podcasts to others like you. And please click the share buttons to share this podcast with your friends and family. Let's promote ethical and sustainable investing as a force for hope and prosperity in these terribly troubled times! Contact me if you have any questions. Thank you for listening. I'll talk to you next February 7th. Bye for now.   © 2025 Ron Robins, Investing for the Soul

Arne har flere lag enn løkmetaforen i Shrek. Han tar oss med på reisen fra Rugrats, via Kung Fu Hustle, til 2001: A Space Odyssey. Vi får også vite hvorfor han var den "smudeste" fadderen på skolen. Vi feirer at Så, ka syns du? har publisert over 100 episoder. I denne serien i tre deler, handler det om hvem vi er. Hvorfor liker vi de filmene vi liker, og hva tenker vi om hverandres filmsmak? Arne er dagens hovedperson, og i lekse har Anders og Daniel hatt å se "Paths of Glory". Til slutt leker vi "Skamlista": Hvilke filmer skammer du deg over å aldri ha sett? Arne valgte ut fire filmer som illustrerer hans filmsmak: «Paths of Glory» «The Good, The Bad and The Ugly» «The Thing» «2001: A Space Odyssey» Verter: Daniel Stølan, Anders Hassel og Arne Johann Digernes.Få full oversikt, blant annet over "den store SKSD-lista" på vår nettside: sksdpodcast.substack.comSend gjerne feedback og spørsmål til sksd.podcast@gmail.comFølg oss på instagram @sksd_podcast

Welcome to this episode of ClimateGenn recorded at the end of COP29 in Baku, Azerbaijan. The question we are putting to Norwegian MP for Oslo, Ola Elvestuen is: Should Norway's Equinor energy company cease new oil and gas production to avoid irreversible climate catastrophe? A quick note that if you want to come with me into the COPs from COP21 Paris to COP28 in the UAE, meeting lots of experts, and digesting the layers of complexity and eye-popping contradictions, over a beer or glass of wine, then order my book ‘COPOUT - How governments have failed the people on climate', from any online retailer. COPOUT has been commended as ‘A Must Read' and ‘Essential Reading', taking the reader up close to the worlds largest summit to try to change our current disastrous trajectory for climate breakdown. Norwegian fossil energy company, Equinor, formerly Statoil, has been widely criticised for not aligning with the Paris Agreement. Equinor continues to plan for expanded oil and gas production, maintaining a dangerously high 95% reliance of fossil fuel revenue by 2026. Critics argue that Equinor must halt new fossil fuel exploration and stop developing pre-final Investment Decision (FID) projects outside Norway to avoid 67% of emissions from unapproved projects. Equinor's capital expenditures conflict with essential climate goals, raising concerns about greenwashing and inadequate short-term emission reduction targets. This next excerpt from Professor Kevin Anderson is taken from the last ClimateGenn episode and was recorded the day before this interview with Ola Elvestuen. Thank you for your attention:

Innen 2030 skal minst halvparten av Equinors investeringene plasseres i fornybar energi og lavkarbonløsninger. Installert fornybarkapasitet skal opp fra 0,6 til 12-16 GW. - Det er en krevende ambisjon å nå. Med kostnadsvekst og rammevilkår som ikke står i forhold til kostnadene, blir det ikke lettere. Men vår ambisjon ligger fast, sier konserndirektør Kommunikasjon i Equinor, Jannik Lindbæk. I 2018 skiftet Statoil navn til Equinor. Navneskiftet ble blant annet begrunnet med at det var en naturlig del av selskapets strategi om å gå fra å være et konsentrert olje- og gasselskap til å bli et bredt energiselskap. I 2022 var 0.4 prosent av selskapets energiproduksjon fornybar – slik den også var i 2018. I 2030 kan fornybarandelen utgjøre 7-12 prosent – hvis selskapet når fornybarmålene og olje- og gassproduksjonen er på samme nivå som i dag. - I 2025 skal 30 prosent av årligere investeringer plasseres i fornybar energi og lavkarbonløsninger. Andelen skal passere femti prosent i 2030, sier Lindbæk. Mesteparten av veksten innen fornybar energi skal skje innen havvind. - Akkurat nå står industrien i sin kanskje første krise når det gjelder å få til gode prosjekter som er lønnsomme. Men vi er vant til at olje og gass er en syklisk industri og vi ser at i et ett til to-tre-års perspektiv regner vi med at disse tingene vil være håndterbare, sier han.

Michael Gates is Associate Fellow of Saïd Business School and owner of Michael Gates CrossCulture. He is an internationally recognised teacher and writer on cross-cultural management and speaks regularly at large corporate and government events. At Saïd Business School, Michael is a regular contributor to the Oxford Programme on Negotiation. He has also taught on many custom programmes for organisations including China Construction Bank, Equinor, the European Patent Office and Bank of China. He is a regular contributor to open enrolment programmes at the Royal Swedish Technical University. He has provided cross-cultural training in more than 40 countries to corporations and organisations such as Nokia, the World Bank, Microsoft, Rolls-Royce, Statoil, the UN,Takeda, King, ByteDance (owner of TikTok), the EU and the Finnish and Swedish governments as part of their preparations for the EU presidency. Michael was previously with Richard Lewis Communications from 1990, first as Managing Director of the Finnish company and subsequently as Nordic Regional Director. He was appointed Group Managing Director in 2000 and Vice Chairman in 2012. He previously worked for Linguarama in Finland, and prior to that, as production assistant and producer at Piccadilly Radio in Manchester, with many presenters who went on to become household names in the United Kingdom, including Chris Evans, Timmy Mallett, Nick Robinson and Brian Cox. In 1997 Michael came up with and implemented a concept for the world's first online cross-cultural assessment and cultural data resource, CultureActive. It currently has a database of over 100,000 users. He has been published in dozens of newspapers and magazines on cross-cultural matters, including the Daily Telegraph, La Tribune, People Management and the HR Director. Michael has also contributed chapters to books published in the United Kingdom, Finland, Denmark and India. In 2002 he received the Most Innovative Technology Award for CultureActive at the US Center for International Business and Education conference, hosted by Duke Fuqua Business School and the University of North Carolina. Two recent programmes he worked on for Video Arts, on remote teams and cross-cultural teams, both won awards from World Media Festivals – the latter getting the Grand Award for best training video overall. Michael has an MA in English Language and Literature from St Catherine's College, Oxford. He was awarded a college scholarship for being placed in the First Class in Honour Moderations. Article on DEI and Cross-Culture: https://www.linkedin.com/in/michaelgatescrossculture/recent-activity/posts/ Anglo-Saxon pragmatism v French Cartesian logic: https://www.sbs.ox.ac.uk/oxford-answers/negotiating-brexit-cultural-perspective

In a controversial decision this week, the UK government approved development of a huge new oil and gas field in the North Sea. The Rosebank oil and gas field is majority owned by the Norwegian state-owned energy company Equinor. Following this news, Alasdair talked to Professor Jonas Fossli Gjersø (University of Stavanger) about the history of Equinor - previously Statoil - and the way it has shaped Norway's economy, history, and environmental policy.Audio production by Vasko Kostovski. Further reading: 'Britain approves huge, controversial oil and gas field in the North Sea', CNN, 27/9/23'The Great Leap Offshore: Sino-Norwegian Relations and Petro-Knowledge Transfers, 1976–1997'  by Jonas Fossli Gjersø in Enterprise and Society, 2022Commerce and politics: Statoil and Equinor 1972-2001, Eivind Thomassen, 2022'Norway wants to lead on climate change. But first it must face its legacy of oil and gas', Vox, 15/1/21'A greener shade of black? Statoil, the Norwegian government and climate change, 1990—2005' by Ada Nissen in Scandinavian Journal of History, 2021Det svarte skiftet, Eivind Trædal, 2018 [Norweigan]'A Short History of the Norwegian Oil Industry: From Protected National Champions to Internationally Competitive Multinationals' by Helge Ryggvik in Business History Review, 2015Click here to visit The Future Unrefined, our curated collection of articles and podcasts on raw materials and extraction. Find more podcasts and articles at www.landclimate.org

“An t-aistriú maoine is mó go dtí an Ioruaidh ó tharla Creach na Lochlannach”. Sin mar a rinne an Comhairleoir John O'Donoghue ó Chill Áirne cur síos ar an margadh a rinneadh leis an chomhlacht Statoil faoi Tobar Gáis na Coiribe, ag cruinniú de Chomhairle Contae Chiarraí an tseachtain seo.

In this Energy Unplugged episode we look at the big picture scenarios for the decarbonisation of the global economy. We're delighted to be joined by Eirik Wærness, Senior Vice President and Chief Economist at Equinor, and Anise Ganbold, our Head of Research, Global Energy Markets and Hydrogen, in a conversation with our Global Research Director, Richard Howard. Joining Equinor in 2003 under it's previous name Statoil, Eirik leads the group's energy market policy and macroeconomics analysis, and in his role, he has been responsible for no less than 12 editions of the group's Energy Perspectives scenario analysis. Main topics include: • What is required to limit global warming to 1.5 or 2 degrees? • Steps that both the energy system and economy need to take in order to hit this target • How to effectively utilise scenario analysis to tackle the above?

Arne Ingar Svendby Evensen er blant de mest fremtredende aktørene i oppdagelsen av betydelige oljeutvinninger på den norske kontinentalsokkelen. Med et imponerende erfaringsgrunnlag som geofysiker, blant annet i posisjoner som sjefsfysiker i Hydro, samt ledende fysiker i Statoil og Saga, har Evensen opparbeidet seg en ekstraordinær kunnskapsbase på feltet. I dag er han gjesteforeleser ved Universitet i Oslo i geofysikk på masternivå. Kontakt: susanne.kulterud@gmail.com (booking og spørsmål)https://www.instagram.com/kennethberghmma/

From nothing to so much, from grass to grace, from facing your fears to extinguishing your worries, this is often the story of champions, those who have come to understand and appreciate their purpose here on earth, not minding the circumstances they find themselves, they take advantage of what the providence of purpose has given riding on the gift of life to fulfilling that God-given purpose.For such people, when faced with adversities or challenges, they don't give in to the suggestions of defeat, and they don't respond from a disadvantaged position; instead, they see all of these as an opportunity to confront these challenges, questioning the status quo by standing on the premise provided by the situation and having a view that is somewhat different from the norm, more like a panoramic view. These individuals often come through with answers and solutions to societal challenges, eventually lighting up our world.The Story of Carole Nakhle fits into this narrative in every way. Dr. Carole Nakhle is an international authority on global energy issues, particularly in policy, finance, market development, governance, energy taxes, and fiscal regimes, as well as geopolitics. With a unique breadth of experience spanning different stakeholders in the energy industry all around the world, Dr. Nakhle has worked with major energy companies (Eni and Statoil) at the executive level, governments, and policymakers (including Special Parliamentary Advisor in the UK), international organizations, academic institutions, and specialized think tanks on a global scale. She is active on the Governing Board of the Natural Resource Governance Institute and is a Member of its Audit and Finance Committee. She is also a Member of the Advisory Boards of the Middle East Institute and the Payne Institute at the Colorado School of Mines. She is a Lead Energy Expert with the Geopolitical Intelligence Services in Liechtenstein and Associate Fellow at Issam Fares Institute for Public Policy and International Affairs in Beirut. She has appeared on Africa News, Al Arabiya, Al Jazeera, Asharq, BBC, Bloomberg, CGTN, CNBC, CNN, DW News, France 24, and Sky News, among others. She has also been quoted in leading publications, such as Financial Times and The Wall Street Journal, and interviewed by international magazines, including Marie Claire.She has published two widely acclaimed books: Petroleum Taxation: Sharing the Wealth and Out of the Energy Labyrinth (co-authored with Lord David Howell, former Secretary of State for Energy in the UK). Dr. Nakhle has worked on projects in many countries, collaborating closely with host governments, ministries, parliaments, the private sector, and civic society. She has also been on exploratory visits to the Arctic (organized by the Norwegian Government) and the North Sea.She is fluent in Arabic, English, and French. In 2017, she gave evidence to the International Relations Committee at the UK Parliament on oil markets, the transformation of power in the Middle East, and implications for UK policy.]On this episode of the Word café podcast, I am delighted to host Dr. Carole Nakhle to share her story and experience within the energy sector.Support the showYou can support this show via the link below;https://www.buzzsprout.com/1718587/supporters/new

Ukens barmeny: Denne uken har vi med oss Ingrid Lomelde, bærekraftsdirektør i fornybarselskapet Mainstream. Hun er tidligere miljøpolitisk leder i WWF og har jobbet med fornybar energi i Statoil. Hun forteller oss om hva det betyr at den norske havvindsatsingen skal være bærekraftig, hva som er spesielt og hva vi vet (og ikke vet!) om økosystemene i Nordsjøen og om hvordan man forsker på påvirkningen vår av havet. Stemmer det virkelig at havvindvindmøller kan ha en positiv effekt på økosystemer – og hvordan kan det ha seg? Lytter du med helt til enden får du også med deg en runde om strømmens betydning for kvinnefrigjøringen.Strømsnadder: Teknocaps! Hosted on Acast. See acast.com/privacy for more information.

New technology is regularly being developed and enhanced to improve power delivery and incorporate more renewable energy into systems. ABB Energy Industries is among the companies investing large sums of money in research and development (R&D) programs to make future power systems better. Among its current projects are subsea power distribution and conversion concepts, which could benefit the offshore wind industry, and a Power-to-Ammonia pilot project. “We have a lot of experience—over 20 years—with this subsea equipment,” Asmund Maland, head of subsea and offshore power at ABB Energy Industries, said as a guest on The POWER Podcast. “Our intention is to put on the seabed what we call the ‘services substation and collector systems,'” he explained. Maland said the subsea equipment could replace or act as an alternative to a floating substation, which he expects will be more needed as the offshore wind industry moves to deeper waters. ABB has already tested these systems for the oil and gas (O&G) industry with great early success. Nearly a decade ago, the company initiated a $100 million Joint Industrial Project with Equinor (formerly Statoil), Total, and Chevron with support from the Research Council of Norway. As part of that project, ABB completed the development of an electrification system for transmission, distribution, and conversion of power, to subsea pumps and gas compressors, at a peak capacity of 100 MW, to water depths up to 3,000 meters, with transmission distances up to 600 kilometers, and with little or no maintenance for up to a lifetime of 30 years. “If you replace a floating substation with something on the subsea, you will reduce to one-fifth of the steel. So, by that, there is also then potential capex [capital expenditure] savings of maybe over 30%, and also, the opex [operating expense] savings of the year will also be quite good,” said Maland. ABB expects to be ready to take orders for subsea offshore systems by the end of 2024. On the podcast, Tom Zøllner, head of ABB Energy Industries for Denmark, talked about another innovative project ABB is involved in, which the company calls “the world's first dynamic green Power-to-Ammonia plant.” ABB is working alongside Danish companies Skovgaard Energy, Vestas, and Haldor Topsoe to demonstrate Power-to-X (PtX) technology in Lemvig, northwest Denmark. The project is also being supported by the Danish government's Energy Technology Development and Demonstration Programme, which provided about $12 million in assistance. “The reason behind the project is that in Denmark we have for some time been one of the lead countries when it comes to green energy, and it has been more and more clear that we need to figure out how to store all this additional energy that we may not be able to use all the time. Unfortunately, batteries are not strong enough, and therefore, we need to look into alternatives, and Power-to-X has become one of the solutions that we have been looking into for some time,” Zøllner said. The demonstration facility—scheduled to start operating in 2024—will be powered by renewables from 12 MW of existing wind turbines and 50 MW of new solar panels. ABB is responsible for electrical integration and advanced process control of the full Power-to-Ammonia plant operating in highly dynamic mode. The 10-MW plant is expected to operate at full capacity when excess wind and solar power are available, but will gear production down when neither renewable energy source is present, making it adaptable to fluctuations in energy supply and different from other types of PtX plants, which are directly connected to the grid. The pilot plant will produce about 5,000 tons of ammonia per year. While the project is small in the grand scheme of things, Zøllner said it will showcase the technology and should be scalable in the future.

Bio Bjarte Bogsnes has a long international career, both in Finance and HR. He is a pioneer in the Beyond Budgeting movement and has been heading up the implementation of Beyond Budgeting at Equinor (formerly Statoil), Scandinavia's largest company. He led a similar initiative in Borealis in the mid-nineties, one of the companies that inspired the Beyond Budgeting model. He has helped numerous other companies globally getting started on a Beyond Budgeting journey.  Bjarte is Chairman of Beyond Budgeting Roundtable (BBRT).  He is a popular international business speaker and Beyond Budgeting coach, and a winner of a Harvard Business Review/McKinsey Management Innovation award. Bjarte is the author of "Implementing Beyond Budgeting - Unlocking the Performance Potential", where he writes about his almost thirty years long Beyond Budgeting journey.  His new book “This is Beyond Budgeting – A Guide to more Adaptive and Human Organizations” with a foreword by Gary Hamel is just out. Bjarte is available for speaking engagements and select consulting work through Bogsnes Advisory.  Episode Highlights  04:33 New book ‘This is Beyond Budgeting' 07:40 Beyond Budgeting 16:25The issue with the current performance appraisal process 19:45 The case for change 31:00 Becoming braver 33:50 ‘Losing' control 49:10 Reflect on the risk picture  Books ·         This is Beyond Budgeting: A Guide to More Adaptive and Human Organizations by Bjarte Bogsnes This Is Beyond Budgeting: A Guide to More Adaptive and Human Organizations: Amazon.co.uk: Bogsnes, Bjarte: 9781394171248: Books ·         Implementing Beyond Budgeting: Unlocking the Performance Potential by Bjarte Bogsnes Implementing Beyond Budgeting: Unlocking the Performance Potential: Amazon.co.uk: Bogsnes, Bjarte: 9781119152477: Books ·         Maverick by Ricardo Semler https://www.amazon.co.uk/Maverick-Success-Behind-Unusual-Workplace/dp/0712678867 ·         Humanocracy by Gary Hamel et al https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/B08F2TCKWN ·         The Future of Management by Gary Hamel and Bill Breen https://www.amazon.co.uk/Future-Management-Gary-Hamel/dp/1422102505  Websites ·         Beyond Budgeting Institute https://bbrt.org ·         Bogsnes Advisory (Bjarte's consulting firm) https://bogsnesadvisory.com  Social media ·         LinkedIn: https://www.linkedin.com/in/bjarte-bogsnes-41557910/ ·         Twitter:  @bbogsnes  Guest Intro (Ula Ojiaku) Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello, Bjarte. Thank you for being my guest on the Agile Innovation Leaders Podcast, it's a great honour. I remember meeting you for the first time last year in Copenhagen at the Beyond Budgeting Roundtable, and you kindly accepted. So thank you for being here today. Bjarte Bogsnes Thank you for the invitation. Ula Ojiaku Great. So could you tell us any experience that you might have had growing up, that would have led to where you are today? Bjarte Bogsnes Well, the author Douglas Adams, he once wrote that: “I might not have gone where I intended to go, but I think I ended up where I needed to be”, and that's basically the story of my life because it was in no way given that we should sit here today and talk about Beyond Budgeting, because my career started in a very different place. I'm a finance guy by education and after I finished my business studies, I joined a company called Statoil, it's today called Equinor, it's Scandinavia's largest company, it's an energy company, and my first management job in this company, the year after I joined, was actually Head of the Corporate Budget Department. So I have been heading up more budget processes in my career than I want to be reminded about in that job and in many other Finance Manager jobs in different, you know, jobs. I've been working abroad quite a lot for the same company. So I used to be a big fan of this way of managing, there is actually an interview with me from the company magazine at the time where I'm praising the brilliance of budgeting, and I hope that there are no more copies around. And another reason I like that quote from Adams is that I come from a teacher family. My parents were teachers, my sister was a teacher, so I was in the way, the black sheep in the family because I went for Business Studies. But these days I really feel that I'm back in the fold, because I feel that that is what I'm doing now, teaching, and trying to make a positive difference, just like my parents and my sister did. Ula Ojiaku So teaching, it seems like it's a full circle, but you wouldn't have gotten here without, you know, still going through that process of working in business. Bjarte Bogsnes No, I think I'm very glad I have that background because it means that I know what I'm talking about. I know most of the fix in the budget book and some of them are quite nasty, and so when I would discuss with managers, finance people and others then, I mean, I know the arguments, and I know how to respond. Another important part of this journey was that I am one of the few finance persons, I believe, who has also worked in Human Resources. I was heading up the HR function in a large European company for some years, and that experience was also a big eyeopener for me when it comes to the leadership, the people side of Beyond Budgeting, which is just as big as the kind of finance process side. Ula Ojiaku Nice. Now, I mean, we will be getting to talk about your book, which is This Is Beyond Budgeting, that was released this February, 2023. Congratulations! Bjarte Bogsnes Thank you. Ula Ojiaku What I noticed was that the difference between This is Budgeting, I mean your, your second book and, Implementing Beyond Budgeting, which preceded this, this is actually a quicker read, you know, smaller, it seems like it was condensed and it was done on purpose. Could you tell us about this book, the main message? Bjarte Bogsnes Yes. Now, first of all, I mean, that is a correct observation. This is a shorter book, on purpose, and the simple reason is that we need to reach people, busy people, with limited time to read, and they don't have time to read bricks. So, yes, it is a shorter book, it is recapping some key messages from my earlier books, but there's also a lot of new stuff in it. I have learned a lot since the other book you've shown was published back in 2016. I've written a lot, I've worked with a lot of great organisations. So, again, a lot of new learning also. And I really do hope to reach, I did reach a number of executives, managers with my previous book, and I know, because of nice feedback from many of them. But there are so many more of them that still needs to hear this message. So that is why it's the shorter one. And I'm also very grateful and happy that Gary Hamel agreed to write the foreword. I mean, he is such an inspiration when it comes to management innovation and has been for such a long time. I mean, hearing Gary speak is simply mind-blowing. I mean, he is dynamite as a speaker and I think he's written a great foreword, and there are also some, quite some nice endorsements from important people in the agile community and kind of borderline agile community, Rita McGrath, Dave Snowden and Julian Birkinshaw, Jos de Blok, the founder of Buurtzorg. So I'm also very happy that these people took the time to read it and write these nice endorsements. Ula Ojiaku Indeed, we will go into some key points in the book for the listeners or viewers, they would have to buy it to go through it, to know what it's all about. But can you tell us, because there might be some people listening to this that don't know, what Beyond Budgeting is all about. Bjarte Bogsnes No, that's obviously an important question and let me start with saying that Beyond Budgeting is a somewhat misleading name, we know. It was, Beyond Budgeting was invented, developed 25 years ago, and back then there was nothing called agility, agile, or business agility, so if that label had been around at the same time, maybe that would've been the name of this. But it is basically about business agility. And, as the subtitle in my book states, it's about creating organisations that are more adaptive and more human, and Beyond Budgeting is very much about changing traditional management. But at the core of traditional management, you find not just the budgeting process, but also the budgeting mindset, built on the assumptions that the world is predictable and plannable and that you can't trust people. These are assumptions that we really challenge in Beyond Budgeting, because it isn't true. So if you want to change traditional management, you need to do something with the elephant in the room, the budgeting process. And that is something that, if you look at Agile, I think Agile has kind of avoided that elephant throughout all these years. It's been regarded as something unavoidable, a lower business, which isn't true, because more and more companies are skipping this way, or managing. And talking about Agile, I'm a big fan of Agile, but what I'm going to say now is not criticising Agile, but I think it would also help to explain what Beyond Budgeting is. I think part of the success of what I call early Agile has to do with its birthplace in software development, and how teams are working. And I think in those early years, I think what executives in big companies, what they observed and heard about Agile was better projects, faster projects, more value, more engaged people, and who can be against that, wonderful, I love it, come on guys, Agile is great. Then for obvious reasons, companies started to scale Agile, right? And at one level it kind of reaches the executives and has consequences, implications for these guys' beliefs and behaviours. And then it isn't that it wasn't that fun anymore. I think that's one reason why scaling Agile has been difficult. Another reason is that you can't scale Agile using the same language and tools and frameworks that did wonders back in those days. I mean, for executives who don't play rugby and don't know Agile, they might think that Scrum is some kind of skin disease, or Slack is about laziness or that Sprint is about running faster, or continuous delivery is about 24/7. Right? So, I mean we need a language here that these guys can understand and relate to, and Beyond Budgeting is providing that language. They might still disagree, but they understand what we are talking about. And the last issue here is that, again, Agile was not designed as a way to run an enterprise. So when you try to scale it, these holes in Agile become visible, like how do you manage resources?  How do you do forecasting? How do you evaluate performance? How do you reward? Right? And these are the holes that Beyond Budgeting is filling, because, again, Beyond Budgeting was designed from day one as an Agile way of running an organisation. And that is why we never talk about scaling agile, because it comes scaled, it is scaled, right? But this is also why Beyond Budgeting in Agile is such a beautiful fit, and why so many companies on Agile transformation journeys are reaching out to us because they reach these insights and learnings and understand that there can be no true agile transformation without Beyond Budgeting. Ula Ojiaku That's an excellent overview of Beyond Budgeting. And I understand, you know, in Beyond Budgeting, there are 10 principles, and there is the leadership principles, if I may say, and then the management processes. Do you want to talk a bit more about this, please? Bjarte Bogsnes Yeah. So there're actually a 12 principles, and you're right, six of them are on leadership and six of them are on management processes, and if you look at what Beyond Budgeting is saying about leadership, it is not necessarily that unique. There are many other great communities and models out there saying similar things about leadership, right? Talking about purpose and autonomy, transparency, values, and so on. But very often these models and communities haven't reflected very much, it seems like, about what kind of management processes are needed to activate these leadership intentions, because what is often the case in organisations is that they might have the best intentions on the leadership side. They say the right things, they write the right things, but that doesn't help if the management processes are expressing the exact opposite use. Classic example, it doesn't help to talk loud and warm about how fantastic employees we have on board, and we would be nothing without you, and we trust you so much, but not that much. Of course, we need detailed travel budgets, right? This is hypocrisy, and people notice and the words become hollow, because the management processes has a different message. So that is why there is a strong focus in Beyond Budgeting on coherence between the two, between what is said and what is done, right. So I think that is one and very important aspect with Beyond Budgeting. The other is that, as I mentioned earlier, I don't think any other community out there has cracked the budget problem. The budgeting process is something that everybody complains about. It's maybe the most loathed corporate process out there, followed by performance appraisals, but again, it's kind of been left untouched until Beyond Budgeting came and offered great alternatives to this quite outdated way of managing because, it is fascinating, there are not too many other technologies applied in companies today that are a hundred years old, but that is the age of budgeting invented in 1922 by James O McKinsey, the founder of McKinsey Consulting, right. And I never met Mr. McKinsey, but I don't think he was an evil man. I actually think he had the best of intentions. I mean, he wanted to help organisations perform better. This was management innovation a hundred years ago, and it probably worked a hundred years ago, because the world was completely different, the quality and the capability, competence of people were very different, but today things have changed and that is something that our leadership and management models must reflect. Ula Ojiaku Okay, there's something you said, you know, the two things or two activities, that are probably most loathed in organisations would be the budgeting process and the performance appraisal. And you've talked a bit about the budgeting. So, for the performance appraisal, what exactly about it doesn't sit well with people? Bjarte Bogsnes Oh, that list is long. First of all, I mean, it's just like budgets, as I will come back to, has different purposes, so has the performance appraisal, I mean, one purpose is meant to be learning and development, that's a positive one, but another purpose is to determine rewards, right. So, if you are my manager and I'm coming in to a performance appraisal with you and if my mind is mainly on the reward side, the last thing I want to share with you is where I have learning and development needs, right? I want to brag about all my successes and how great I am and so on, and vice versa. So, kind of combining this in one process, with one outcome is meaningless, and also this focus on rewards and, which very often is about individual bonus, which is one of the problems in traditional management that Beyond Budgeting is strongly against, we believe in common bonus schemes, driven by joint performance instead of individual performance. So it is typically an annual event, right, an annual stunt, it's meaningless to talk about feedback and development once a year, that needs to happen much more continuously, right? So, I think budgeting is a bigger problem, it makes more damage, by all means. But performance appraisals come and the whole low performance management notion, it does almost as much damage. And by the way, that is a label I really dislike, performance management, right? Think about it. What are we really saying? Aren't we saying that if we don't manage your performance, there will be no performance, right? That is not a very positive message, and I also think there's quite a lot of illusion playing out here. I think our ability to manage performance, among knowledge workers in today's people and business realities is actually quite limited compared to what managers and HR people and some finance people often tend to think. So it's an awful label, and, you know, we need to stop thinking about managing people, we need to start thinking about how we can create conditions for people to perform, how we can enable performance, not managing performance. Ula Ojiaku That's a great point Bjarte. So what's the solution? What is the solution that Beyond Budgeting is going to offer? And the next one following it would be, how do we apply this? Bjarte Bogsnes Oh, most people actually who are blank on Beyond Budgeting, when they hear about this, they like it, they see that this makes sense. It's only common sense in a way, this is about taking reality seriously, and it is addressing so many of the pain points they experience working, especially in big companies. But then of course the next question is, well, how do we get started? And we have two general recommendations here. The first one is about the case for change, which simply means that the whole organisation, or as many as possible, has to understand that all those complaints about traditional management, including budgeting, the time it takes, the gaming, the narrow performance language, the outdated assumptions. I mean, these are more than irritating itches, right? These are symptoms of a big and serious problem, namely that this way of thinking, this way of managing originally meant to help organisations perform better is today doing the opposite. It has become more of a barrier than a support for getting out the best possible performance, and the more there is a common understanding of what kind of problems the organisation is trying to solve, the easier everything afterwards is. Because if you are unclear about that, I mean, how can you make your choices about alternatives, right? But the clearer the case for change, the better the problems are defined, the easier it is when you have a choice of design, should we go this way or this way? Well, which solution would best solve the problems they are trying to solve? So the case for change has to be created, a solid one, then getting started. We know that many, having seen the Beyond Budgeting principles for the first time, might feel this is a bit overwhelming, right? With all these bold ambitions around leadership, these major changes towards the traditional management processes. I mean, it is a mouthful, it is quite a comprehensive leadership and management model. And if some are kind of a bit scared, I can understand that. If that is the case, we have a very simple, tested, practical, logical way of getting started, which is more budget-oriented than Beyond Budgeting itself, but it is a great way to get started, and it is simply about asking a very simple question, namely, why do you budget? Right? What's the purpose of a budget? And most people that I've asked that question, when they have thought a little bit about that question, they actually realise that there are more than one purpose with a budget in a typical, and when I say budget, I mean more than project budgets, more than cost budgets, I'm talking profit loss, cash flow, balance sheet budgets, the whole finance definition. And the purpose of these budgets are the following. First, companies make budgets to set targets. It could be financial targets, sales targets, production targets, right? So that's one purpose. Second, companies and organisations use these budgets to try to understand what next year could look like in terms of profit and loss cashflow. So it is a kind of forecast of what next year could look like. So, that's the second purpose. The third purpose is resource allocation. The budget is used as a mechanism for handing out bags of money to the organisation on operational costs and on invests, and it might seem very efficient, practical to solve all three purposes in one process and one set of numbers. But that is also the problem, because what happens if we move into the budgeting process in a company, and upstairs finance want to understand next year's profit and loss and they start on the revenue side asking responsible people, what's your best number for next year? But everybody knows that what I'm sending upstairs will most likely come back to me as a target for next year and often with a bonus attached to it. And that insight might do something to the level or numbers submitted, and I think you know, which way those numbers will go, namely down. Moving to the cost side, operational cost investments. The same people, other people are asked, what's your best numbers for next year? But everybody knows that this is my only shot at getting access to resources for next year, and some might also remember that 20% cut from last year and that insight and that memory might also do something to the level of numbers submitted. And I can see you're smiling a bit, and a lot of people do. Ula Ojiaku I'm smiling because I'm just kind of thinking of incidents in past, you know, in past organisations that it has happened. You know, you just sandbag it and give a very high number, knowing that there might be a challenge. Bjarte Bogsnes And you're in good company when you're smiling, but at the same time, I mean, this is actually quite a serious problem, not just because it destroys the quality of numbers, but even more because it actually stimulates behaviour, which I would call at least borderline unethical. The road-balling, the gaming, the sandbagging, the resource hoarding, I mean, all the kind of behaviours that we wouldn't like to see between colleagues. At the same time, I'm not blaming anyone for behaving like this, right? Because then people are just responding to the system we have designed for them to operate in. So if we want to change behaviours, it's not about fixing people, it's about fixing systems, which again, will change behaviours. So that's the problem, three different purposes in one process, in one set of numbers. Fortunately, there is a very simple solution. We can still, and in many cases, should still do these three things, but we should do them in three different processes because these are different things. A target, that's an aspiration, it's what we want to happen. While a forecast is an expectation, it's what we think will happen whether we like what we see or not, right? Brutally honest, the expected outcome. And last but not least, resource allocation is about optimisation of what is often scarce resources. When we then have separated, then a target can be more ambitious than a forecast, which it typically should be. But the most important thing is that that separation opens up for big and important improvement discussions. We can now improve each of these in ways impossible when it was all bundled in one process and one set of numbers. So we can have great discussions around targets. How do we set better targets that really inspire and motivate people, without people feeling stretched? How can we set targets that are more robust against the volatility, the uncertainty, the complexity, and the ambiguity out there? Forecasting, how can we get the gaming and the politics out to the forecasting? And we don't need a million details here, we are looking at the future. There's uncertainty, which is a big difference on looking at the past through accounting, where details and decimals make sense and is often required. But looking at the future, there is uncertainty and that must have implications. So this isn't a good example of, in this stuff, we have to leave behind that accounting mindset that is applied for describing the past recounting, right? When we look at the future, then we need to accept the ambiguity, the complexity, and not just accept it, but embrace it. And last but not least, resource allocation. How can we find better and more intelligent, more effective ways of managing cost than what a certain Mr. McKinsey could offer us a hundred years ago, under very different circumstances? And this is the important discussion, that separation of purposes that just enables these improvement discussions. And in these discussions, having these discussions that is a kind of not scary organic backdoor into those 12 principles, especially in your leadership, right? Target setting, what really motivates people? Resource allocation, again, do we need detailed travel budgets, if we say we trust people? So, again, it is pure logic. I have yet to meet a CEO, a CFO, that didn't come up with that list of three purposes, didn't understand, when helped a little bit, that that's problematic, and didn't see that there are much better ways when you can improve each one separately. And last but not least, we can also then do something with the cadence, with the rhythm of each one. So now we can organise each of the three: target setting, forecasting, resource allocation, on a rhythm that not just reflects the kind of business we're in, but also the kind of purpose, right. So you would set targets or chase targets much less, I mean, not that often as you would change your forecast, and resource allocation is something that you would do all the time, right. So, and also another beauty of this approach is that when people tell me it's impossible to operate without the budget, then my response is, having explained this, that here we still do what that budget try to do for us, but because we have separated, we can do each one in so much better ways, right? And when people say, well, the bank want a budget, the reason why banks ask for budgets is that they have never really realised that there was something else to ask for. So if you can tell the bank, I won't give you a budget, but I will give you my targets and my reliable forecasts, the bank will be more than happy. So I'm spending a little bit of time on this because it is the more finance-oriented part of Beyond Budgeting, but it is a great way to get started. And I helped so many companies over the years and with the big majority, this is where we started out and what we observe over and over again, is in having those improvement discussions the first year, people are a little bit cautious about how radical shall we be, but then it turns out that things work. And what was scary today is not scary tomorrow because it did work, which means that the appetite for being braver increases, so we typically see that organisations get braver along the way, and when it comes to targets, some, after some years of setting better targets, actually decide to skip targets, right? They realised that they are absolutely able to create direction, create motivation, evaluate performance without traditional targets, some even skip forecasting. I haven't heard anyone skipping resource allocation yet that you need to have, but my point is that people and companies tend to get braver. And a final important message, very few companies that have embarked on a Beyond Budgeting journey go back, very few. I don't need one hand to count the number, and the few who did go back, the reasons fall in two categories. Either a flawed implementation, typically, an unclear, weak case for change, or starting only with rolling forecasting. The other typical reason has to do with a significant change in top management at the very early part of the journey. That's actually something I've experienced myself. Ula Ojiaku Great explanation, Bjarte. So you mentioned, you know, about separating the budget into three distinct parts, the target, the forecast, the resource allocation. Now at the organisations where you've implemented this, did you get any resistance from, you know, the top level leaders, managers, because you know, traditionally whoever has the budget, who controls the money, tends to wield power in any organisation. Was there any resistance? Bjarte Bogsnes Well, I think there has been maybe more fear and confusion than outright resistance, even if the resistance sometimes is hidden behind those two. And of course, one word that keeps coming up over and over again when I discuss Beyond Budgeting with people is the word control, right? The fear, and the context is of course the fear of losing control, but the interesting thing with that word is that, when I ask people to be a bit more specific to define what they mean with control, after people have said cost control, actually many go quiet. They struggle with defining what they are so afraid of losing, and that is quite interesting. And if you look at Oxford Dictionary's definition of control, it is the power to influence people's behaviour or the course of events which, again, then for an organisation typically means controlling people and controlling the future. And again, those are the two assumptions that we challenge in Beyond Budgeting, because it is about not trusting people and thinking that the future is predictable and untenable and on control, what I often tell these people is that, yes, you will lose control, but the control that you lose are the bad controls. What you will get more of is good controls, and I wouldn't call that losing control. And one example of a good control in Beyond Budgeting is transparency, right? And let me give you one classical example of how it can be applied, ad this is a real example from a Swiss's pharmaceutical company called Roche, quite big, and they are today on a Beyond Budgeting journey, but some years ago they did a very interesting experiment around travel cost. In the pilot, they kicked out the travel budget, and most travel groups and regulations, and replaced it with full transparency. So with a few exceptions, everybody could see everything. If you travelled, to where did you fly, sleep, eat, cheaper, expensive, open for your colleagues to see and vice versa. And guess what happened with travel costs in that pilot? We'll Go Down Costs came down through a very simple self-regulating control mechanism. This was about tearing up pages in that rules book instead of doing the opposite. At the same time, we need to remember that transparency is a very powerful mechanism. It has to be applied with wisdom. So if it becomes naming and shaming, it doesn't work. And that is why I would always recommend companies to position transparency more from a learning perspective than from a control perspective. I mean, how can we learn from each other if everything is secret? And that control, that shock control effect, you would get in any case as a nice side effect. But again, it must be applied with wisdom. It is fascinating that the biggest fear managers have is to lose control, but what they haven't understood is that a lot of these controls are nothing but illusions of control. Ula Ojiaku That's very interesting. And another thing that I know that some, or if not most of the listeners will be wondering is, okay, you've talked about how, and in your… in both your books… actually the Implementing Beyond Budgeting and your latest one, This is Beyond Budgeting, you did mention something about “you can't get rid of Command and Control via Command and Control”. And in that part of the book, you were saying something that in terms of implementing it - it's something that you recommend the organisations do themselves. Can you elaborate on this? Cause someone, you know, might wonder, is it that you are against getting consulting help? Bjarte Bogsnes So, consultants and Beyond Budgeting. I think what you refer to is, I have a chapter about implementation advice, and one of these is that nobody can do this for you. And what I mean with that, and I explained this in the book, is that, I mean, I'm not saying that companies shouldn't ask for external help, and I'm offering external help, but what they typically should ask for is some inspiration, some guidance on implementation, connections to other companies that have implemented this, but it is not something that an organisation can delegate to consultants. This is not something consultants can do for you. You have to be in the driver's seat, and the more transformation- oriented your ambitions are, the more the executives need to take this role themselves. And I'm saying this because implementing Beyond Budgeting can be anything from a more cautious improvement of finance processes to a radical organisational transformation, and anything in between. And the higher your ambition levels, the higher the ownership in the organisation has to be. When it comes to the consultants, and I also write about this in my book, this is something that has happened just over the last few years, that is that the big consulting companies have gotten seriously interested in Beyond Budgeting. That was not the case before. And the reason for it is that their clients are getting interested, asking for it. And so most of these would like to work with us in some form or shape. Ula Ojiaku Sorry to interrupt, Bjarte. So by ‘us', you mean the Beyond Budgeting Institute)? Bjarte Bogsnes Yeah. Yes. They want to work with the Beyond Budgeting advisory, the Beyond Budgeting Institute. And again, we are not naive. I mean, we come from different places, we might have different agendas here, but at the same time, these companies, they have channels and muscles that we don't have to the same extent, at least not yet. So we have actually decided to say yes to work with them, because we would rather help them and their clients succeed than to stand on the outside and watch them fail, right? So, we have been working, are working with a number of big companies, together with some of these big consulting companies. Ula Ojiaku That's great. And if I may just point to, because you spearheaded this in Statoil, now known as Equinor, and actually this was, I read this in your Implementing Beyond Budgeting book that your approach was based on two principles, no fixed implementation schedule, and no consultants. So how did that work, not having an implementation schedule. Bjarte Bogsnes Well, if we take the first implementation in Borealis back in the mid-nineties where we had a chance to do this, before there was anything called Beyond Budgeting, this company that was partly owned by Statoil, then, I mean, this wasn't an issue because there was no consultants. Even if we had wanted consultants, there was no one to reach out to. So then it was quite easy.  In Statoil, later Equinor, it was more about the fact that I had that implementation experience from Borealis, which kind of, I became some kind of an in-house consultant. And again, as I said, I'm not saying that companies shouldn't use consultants, but you have to use the right ones and use them in the right way. Ula Ojiaku Okay. Thanks for clarifying. Okay, it seems like, you know, Beyond Budgeting would be something that we should seriously consider implementing in our organisation. What else should we be aware of?” Bjarte Bogsnes Well, I think it is important for everybody, also executives to understand that Beyond Budgeting changes work and how you work in a positive way, and for executives, I mean, the role becomes more strategic, more longer term. It's more about coaching, it's less about micromanagement, and maybe most important, there's a new credibility between what is said and what is done, right, which the organisation will notice. When it comes to other functions like finance, it also has a very positive effect. The job becomes much more business-oriented, less annual stunts, more forward-looking, less backwards-looking, more cooperation with other functions like for instance, human resources. And I can't think of a single finance person in Equinor that wants to go back to the old days and the time before 2005. And I think that provides an indication as well. And another key message is that what we have been talking about today, it will happen. It will happen. I don't care if it will be called Beyond Budgeting, or business agility or whatever, that is not important. But in 15, 20 years time, maybe earlier, when we look back at what was mainstream management in 2023, I think we will smile, maybe even have a laugh, just like we today smile about the days before the internet or before the smartphone. And how long ago is that? It's not that long ago. So organisations have a choice here, they can choose to be early movers or vanguards, understanding that you can get just as much competitive advantage out of management innovation as you can get from technology innovation. Or they can choose to be laggards, dragged into this as one of the last ones or anything in between. And every year you wait, competitors will be ahead of you. And I don't think that choice should be very difficult, and again, it should b. easier to make today, when so many organisations are embarking on a Beyond Budgeting journey. It was a bit tougher and a bit more scary 25 years ago when, when this started out, right. But again, it will happen. Ula Ojiaku I'm going to ask you a question I ask all my guests. What books have influenced you and would you recommend to the audience? Bjarte Bogsnes Well, many, many years ago, when I was an ardent budget supporter and believer, I read Maverick by Ricardo Semler, the former CEO of Semco, and I was mind-blown, simply mind-blown. It, kind of yeah, it really, really moved me, even if I kind of didn't have the chance to adopt any of that thinking before, many, many years later. Lately, again, I've mentioned Gary Hamel, and his co-author, Michele Zanini, they have written great books. The last book Humanocracy is a great one, and, a previous one by Gary Hamel, The Future of Management is also a book that I really like and I recall giving that book to the CEO of Statoil quite early on the journey, and he liked it so much that he gave it as a Christmas present to the rest of the executive committee. Ula Ojiaku Thank you, and of course I would add to the list This is Beyond Budgeting. If someone wants to get in touch with you, what's the best way of getting to you? Bjarte Bogsnes Yeah, then I will think about this as getting in touch with us, and when I say us, I mean that there is a core team of five, six people who are kind of driving this. And we have a website called, bbrt.org. That will give you more information about the Beyond Budgeting Roundtable, which is a global network of companies interested in this and individuals interested in this. And that is where you can sign up as company member, individual member. And I also recommend to subscribe to our newsletter, and if you're curious about this guy and all of this then I made that difficult decision a few years ago to leave Equinor, to start Bogsnes Advisory to be able to work full-time with this. And so I have my own small simple website called bogsnesadvisory.com And on bbrt.org you will also find a list of more books that I can highly recommend on this topic. Ula Ojiaku That's great. Are you on social media, Bjarte? Bjarte Bogsnes I am, I'm on LinkedIn, Twitter, and the only thing I write about is this stuff. There are no cats and dogs and grandchildren or anything, so that's why it's highly appreciated if somebody wants to follow me. Ula Ojiaku So any final words for the audience in terms of an ask? Is there something you want them to do? Bjarte Bogsnes Reflect a little bit about the risk picture here, because there is a very compelling risk picture, right? If you are afraid that it won't work in your organisation, well, what's really the downside risk? Because if you're right, if it doesn't, you can go back to the old way tomorrow. Not the single soul in the company would've forgotten how to budget as one example, and compare that minimal downside risk with that huge upside potential performance-wise. And I'm saying when this is working, not if it's working, as we have seen in so many organisations. So a very compelling risk picture. I think that is worth reflecting on as well. Ula Ojiaku Well, it's been great speaking with you, Bjarte. Thank you so much for those wise words and the advice, and I would again say to you, the audience, please go grab your copy of Bjarte's book, This Is Beyond Budgeting, which is now out. And I hope we'll definitely have another opportunity to have a conversation and speak about Beyond Budgeting, since you don't want to talk about any other thing. Anyway, so thank you again, Bjarte. It's a pleasure having you on. Bjarte Bogsnes Thank you, Ula. Thank you very much for the invitation. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Fra 1960-tallet drev Norsk Hydro med olje- og gass leting, og i 1972 ble Statoil opprettet. Over de siste 50 årene har selskapet utviklet seg som ledende på norsk sokkel sammen med den norske oljeindustrien. I 2018 endret selskapet navn til Equinor. For i tillegg til å være en av verdens største leverandører av olje og gass, vil Equinor gjenspeile utvikling og identitet for framtidige generasjoner ved å være et bredt energiselskap med vekst også i fornybar energi og nye karbonfrie verdikjeder. Geologisk kompetanse har vært helt sentral i utviklingen av oljeindustrien over disse tiårene, og står igjen sentralt i overgangen til grønnere energiformer. Ukens gjest, Ole Martinsen, har hatt mange ulike roller i selskapet i snart 30 år. I ukens episode snakker vi blant annet om geologisk kompetanse i energiomstillingen, karbonfangst- og lagring, havvind og Equinor sine klimaambisjoner.

In Episode 26 of The Energy Question, David Blackmon interviews Armand Paradis, the founder, and CEO of energy technology and intelligence firm ComboCurve.In just 3 years since its founding, ComboCurve has grown to over 170 employees serving over 250 companies. The company's goal is to every energy professional's life easier and more transparent by using and refining data from a broad variety of sources into forecasting tools that enable them to identify and deal with risks before they happen. Armand is a brilliant and very entertaining guest who brings a wealth of real information to the table. Enjoy.The Energy Question Episode 22 - Armand Pradis David Blackman [00:00:03] And. And hey, welcome to the energy question with David Blackman. I'm your host, David Blackman. And my very special guest today is Armand Paradise, the CEO and founder of Combo Curve, an energy analytics, that analytics firm based in Houston, correct?   Armand Pradis [00:00:26] Yes, sir.   David Blackman [00:00:27] Yeah. Well, thank you so much for doing the show. I really appreciate it. Before we get started with the Q&A about your business, just tell me a little bit about your background and how you came to, you know, have the idea of creating this company.   Armand Pradis [00:00:45] Absolutely. So, David, thank you so much for having me and I really appreciate your time. So, yeah, all my career has been in the energy industry. All my education has been in the energy industry as well. So, um, I graduated from the University of Louisiana and then I started to work for a small operator for five years or so and, and I learned all aspects of running an oil company from studying all the logs and the subsurface and the reservoir and, well, data and all the way to go into the field during the operations and working with the rec hands and the designing drilling and workover programs.   Armand Pradis [00:01:27] So, um, so I did that for roughly five years and, and then I decided to move to Houston and basically working for larger operators and learning how they run in their business. And I started to work for Statoil back then or Equinor right now. This is 2014.   David Blackman [00:01:49] Yeah.   Armand Pradis [00:01:50] So, um, so, and, and then, so I started to work for and Marcellus and Utica. So then we had roughly 3000 wells and operated and non-operated and, and in what I realize is the sheer amount of capital that we are spending every day on the, on the lot of non-op wells and a lot of operated wells. And, and this was happening during the like. This was the only shale boom. So every operators were spending money like crazy just keep drilling.   Armand Pradis [00:02:23] And what I realize is like we are spending capital but we don't have enough analysis behind it in a lot of cases. And the back then was very justifiable because the operators were learning they had access to a lot of capital and it was good times always roughly 100 and that's your gas was roughly around four bucks three or four bucks.   Armand Pradis [00:02:50] So they were making money and even immediate cash. Well, wasn't it was able to pay for itself and make some additional return. And but what I saw was something that is not sustainable in the long run. And a lot of it was due to using a lot of outdated and archaic software.   Armand Pradis [00:03:11] And so running an energy company is very complicated so you're making very big decisions every day, very expensive decisions, very CapEx, heavy decisions, and that you're dealing with and a lot of decisions that is not tangible. You drill and well 10,000 feet below the ground dealing with high-pressure environment depleted. Well, interference, fracking, you know, it just it was just complicated.   Armand Pradis [00:03:42] So and that was when I saw those, uh, when I saw those, the way that we were making a lot of these capital decisions, it just gave me an idea that this process needs to be materially improved to make better decisions longer. So yeah, that was the whole idea. That's why the whole idea behind Comicon started back then.   David Blackman [00:04:03] So tell me, tell me what the concept behind Combo Curve is for our readers, our readers, our viewers. Sorry, I'm used to writing stuff. You know, just tell us what the basic concept behind combo curve is.   Armand Pradis [00:04:19] Combo Curve. So any company, any companies involved in the energy space, they need to figure out how much reserves they have, how much production to have. So an oil company makes oil and gas and they sell oil and gas and that's how they make money, obviously. So.   Armand Pradis [00:04:37] So to predict how much oil and gas they're going to produce next month, next year, next year's next 50 years, and figuring out the cash flow associated with those volumes, you need to do forecasting and economics. So production forecasting and economics.   Armand Pradis [00:04:57] So that's what Comcast sells at its core. And but it requires a lot of bells and whistles around the to have a comprehensive solution. So so that's what Combo Curve allows you to do, basically forecasting your oil and gas production and performing detailed economics. And recently we advance to GSI or carbon forecasting as well. Just another way of forecasting and make that integrated with the rest of the forecasting to make a more comprehensive asset valuation.   David Blackman [00:05:31] Yeah. And this is becoming, you know, as, as you say, the the industry itself, as time moves ahead in not just the industry itself, but the whole environment around it with regulations and ESG and energy transition and, you know, all these other considerations, everything is becoming increasingly complex, really almost every day. Every day.   David Blackman [00:05:57] And when you're running these companies, it becomes so critical, even more important, right, to have up-to-date data, up to up to date analytical tools to to to use that data properly. Right. I mean, I you know, I was just talking with a fellow I knew way back in the 1990 who told me an anecdote about Exxon Mobil down in South Texas.   David Blackman [00:06:25] Another company had drilled a very prolific natural gas well on acreage adjacent to their acreage. And six months went by before Exxon even knew that well had been drilling completed. And the company estimated that that lack of knowledge about that cost them almost a quarter of $1,000,000,000 before they realized what was happening right next door. And so it's stories like that. I mean, that's a that's a real outlier kind of story. But, you know, it's there's a thousand anecdotes like that in the oil patch.   Armand Pradis [00:07:02] Absolutely. And, you know, again, every day we're drilling a sheer number of wells and very expensive wells, and the amount of data only increases exponentially. And however, a lot of software that we're using to make a lot of financial decisions, it was designed 30, 40 years ago. Right. And they cannot even handle that amount of data. And they are not designed for that detailed analysis.   Armand Pradis [00:07:28] So it just tells you that technology vividly lacks. And like from when I opened up some of those offers and the first day and I figured, man, I might traveling back in time. So this just doesn't make sense. And I guess it was it was that big of a shock to me that why are we even using this? It just is so difficult.   David Blackman [00:07:52] Yeah,.   Armand Pradis [00:07:52] So, so combo stone. And into this day and age, this is not appropriate to keep using these tools. So especially when you're making multimillion-dollar, multibillion-dollar decisions and you need to have access to best and top technology to make those decisions.   Armand Pradis [00:08:09] So yeah, I'm 100% and I'm not surprised and this is not a lot of those anecdotes exist every day because of the lack of technology. The technologies are very behind and is very hard evidence. There's plenty of room to build in the energy space.   David Blackman [00:08:28] Yeah. And your company has grown pretty rapidly, right? I didn't. I read that you have 170 employees now. Is that is that the number I saw?   [00:08:37] 150 getting we have roughly we have roughly ten or 15 positions open, so we are not too far from under 70. So so yeah, we are officially the fastest growing energy technology company in the world. And there we grew to 250, 450 personnel in just two years and have just released in our product and we released that in May 2020 during the height of the COVID.   Armand Pradis [00:09:04] So and then of yeah, it was the craziest time to release any product and the negative oil prices and everything.   David Blackman [00:09:13] Yeah.   Armand Pradis [00:09:15] Yeah it was tough times but in the course of a. One-half years brought roughly 300 companies using our products. And if some companies from one match up to two companies like Exxon level, so very large. Operator.   Armand Pradis [00:09:30] So we have the full spectrum and, and all types of clients within the energy space and the subsectors like from banks or banks, auditors and operators, mental shops and consultants and all using complex.   David Blackman [00:09:48] That's amazing. You also have this data integration tool that I'm very interested in learning about. Combo sync.   Armand Pradis [00:09:55] Yeah,.   David Blackman [00:09:56] That and you're able to build connections into companies like Enverus and IHS and Mongo and Oracle to also integrate data from those platforms into your tool. How does that tell me how that works? Do you have to I mean, I assume you have to have license contracts with all these other companies to be able to do that, right?   Armand Pradis [00:10:20] So when we when we build combo curve, so you started to figured we all need data to run the analysis. So we give the capability of uploading electricity as the upload and. And then we soon realized we need to be able to make that data pipeline more automated. So being able to connect companies data and pull data.   Armand Pradis [00:10:43] And so we build the rest API layer, they call us. So it just enables interacting with Combo Curve through the backend side of the platform. So we build that layer and then and then we realized soon after the maturity of the companies, they have trouble managing that data and then building those connections and that and the figure two, To enable this data transfer, we need to have a data team in-house.   Armand Pradis [00:11:11] So we put a data team together, we put a team of roughly 25 people together. We brought the top experts. So we spent almost a year and a half building a lot of data connections so we can pull data from your internal databases and then bring it in to Combo Curve and run the analysis and send the analysis back to your database.   Armand Pradis [00:11:34] So so yeah, it was a very, very comprehensive big project and we're constantly improving it, constantly adding more and more data connections. But it's pretty cool. You know, we had cases that we made a connection happens live and like in 10 minutes. So we were able to send and receive data, which is, which is pretty cool. Like those types of connections before Complicated Thing was taken like months to build sometimes.   David Blackman [00:12:01] Oh my gosh.   Armand Pradis [00:12:02] Yeah. So we made that process a lot more automated.   David Blackman [00:12:06] And this is something obviously that was not even would not have been even possible to do even a decade ago. Right.   Armand Pradis [00:12:15] Yes.   David Blackman [00:12:16] With the yeah. With the amount of data and upload and download speeds, you would have to have to accomplish all this. The advanced technology is really been pretty amazing in this century.   Armand Pradis [00:12:29] Yep. I mean, the advancement in data technologies is just mind-boggling. And, and, and the thing is, like a lot of internal companies, teams, they can literally catch up because.   David Blackman [00:12:43] Right.   Armand Pradis [00:12:44] It was in super fast so. So that's why we see a lot of companies run into data management issues, you know, So it's not an easy problem to solve and it's not going to be easy. Problem solved is only going to get more and more complicated.   David Blackman [00:12:59] Right. So so in with the pace that everything's advancing for a company like yours, that means you can never stand still. Right. You always have to be evolving your own product offering, right?   Armand Pradis [00:13:12] Absolutely. Like, you know, two years ago, we had 20 developers. Right now we have 75 developers. So and we have to constantly maintain our product, constantly adding features and capabilities again and making oil. You know, it gets easier. So you always dealing with, you know, it easier.   Armand Pradis [00:13:33] So you dealing with a lot more infill drilling and you industry lost more than 50% of its personnel. There are not that many new students going to petroleum measures. And it means the only way they can keep to keep growing your production at the same pace or keep in a flat, you need to have access to the top technologies, you know,.   Armand Pradis [00:13:55] And then also meet new requirements from government around reporting a lot of them requires you to report actual measured data for measuring them. Is the amount of data that is going to be generated is going to go up exponentially because you have so many devices in the field that you need to capture data from.   Armand Pradis [00:14:17] So it's just a lot of things are for the better, like it forces companies to be more advanced and then looking into their data a lot more carefully and to make better decisions. So yeah.   David Blackman [00:14:31] Yeah. So that brings me to the combo carbon aspect of what you do this greenhouse gas emissions forecasting too. I know, I know. There are a wide range variety of sensors that companies are using now to try to monitor their emissions on each of their well sites and other facilities. And I assume that that combo of carbon enables them to integrate the data created by all of those into a single database, you know, to facilitate the analysis. Correct.   Armand Pradis [00:15:09] Yep. So that is one of the offerings. And again, it will be done through complicated things similar to all the other data that we are capturing for running production, and forecasting economics. We have to capture a lot of data related to emissions so companies can do their emission forecasting combo. So.   David Blackman [00:15:26] Right.   Armand Pradis [00:15:27] So similar to reserve forecasting, we have to do our carbon forecasting, meaning how much emission I have now and how much emission I'm going to have a year from now, two years from now, ten years from now. So, so, so a lot of promises that the companies make to their investors in terms of reducing their emissions and getting to net zero. You have to substantiate those goals with some real analysis.   Armand Pradis [00:15:56] So what Combo Curve allows you to do combo carbon allows you to do is take taking all the data from so many disparate data sources into one nice, clean, unified place integrated with the rest of your data. For example, your production forecasting, the day type curve, a schedule and planning and economic data so you can make more comprehensive decisions. And so and you can substantiate those promises better.   Armand Pradis [00:16:24] So you can run so many scenarios of carbon reduction, the bottoms up. We can build a mockup of your facility diagrams and the network models of your field, and then you can model things like if I change these separated from this type to this type, how is it going to impact my emission from my field.   Armand Pradis [00:16:48] Or if I if I go ahead and instead of flaring gas at these locations and instead of that just capture that methane and just sell it? How's it going to impact my emissions in five years down the road? And how and what's the economic impact?   Armand Pradis [00:17:05] And a lot of those cases, the economic impact can be very positive. But complicated is the only tool that integrates the emission forecasting with the economics. And so you can really figure out those scenarios of the it gives you positive economic return and at the same time reducing your emission.   David Blackman [00:17:25] So you talked about the challenges that the industry serving with, you know, sourcing talent these days, kids not majoring in petroleum engineering. Couple questions along that lines. Your company is probably seeing the same challenges.   David Blackman [00:17:42] I mean, you have to have. Scientists, you know, I mean, engineers and geoscientists on your staff too, right. So I assume you're having seeing the same kinds of challenging challenges that the industry is seeing.   Armand Pradis [00:17:59] Yeah. I mean, the good thing is we hard at a time that nobody were hiring, so we hired in 2020, 20, 21, 2022, and we hired we have staffed up our personnel, you know, for for at least a year. So this year we're not going to have a ton of hiring left.   Armand Pradis [00:18:17] But and our strategy was we were looking because, you know, we were so pro technology and so and so caring about about the industry. So a lot of people we joined us. They came they came from the industry, their parents that were in the industry.   Armand Pradis [00:18:36] And they took a lot of pride in making the industry better. So so yeah, so for us, honestly, it wasn't a challenge to get talent even from outside the industry wasn't, it wasn't a challenge because our goal is to make energy industry more efficient.   Armand Pradis [00:18:54] So and, and efficiency means and cleaner productions and, and, and more economic like you're not going to make bad decisions. And bad decision means it means basically, literally that translate to more emission longer and less cleaner fuel for the for the industry in total. So a lot of people who cared about these things joined us to just to help the industry to make better decisions and that produce cheaper and cleaner energy.   David Blackman [00:19:31] So our discussion today, what wait, first second, the second question I had related to workforce. When you see this generation of college students avoiding petroleum engineering, avoiding these oil and gas-specific professions, do you look at that as kind of a missed opportunity for those folks? I mean, I when I look at the landscape facing us, I see the oil and gas industry being around for quite some time in a pretty healthy state, don't you?   Armand Pradis [00:20:08] Absolutely. Yep.   David Blackman [00:20:10] Yeah. And so it just feels like a missed opportunity to me for these kids.   Armand Pradis [00:20:15] Yeah, I mean, definitely. I mean, but, but and this is, this is the problem, in my opinion. Um, we have a part in it too, as industries. So yeah, strictly energy companies weren't able to plan very well because of the same issues that I mentioned,.   Armand Pradis [00:20:33] Like at the time that oil price was high. Getting super excited. Let's go hire a ton of people that go drill a ton of wells. Right. And then, and then the moment the oil price drops by $20 and $10 and let's go fire 30% of the personnel. So there's just overall.   David Blackman [00:20:50] Exactly.   Armand Pradis [00:20:51] Not a lot of great planning and that the bad image. You know so and and and so that's one of the key factors. The other factor is like overall, we haven't done a good job of marketing ourselves very well. Like, oh my God, a lot of a lot of oil and gas companies do a lot of great initiatives around being just conserving the planet and doing a lot of great things and emission reductions and making sure we're producing cleaner fuel.   Armand Pradis [00:21:23] Oil and gas in the US is is one of the cleanest oil and gas in the world. So like you mentioned, we need oil and gas for the foreseeable future is a transition or let's say is expansion in some cases.   Armand Pradis [00:21:37] So, um, we haven't done a good job of marketing ourselves. We stayed quiet for quite a long time and we still stay quiet. And there is a massive propaganda against oil and gas industry as well. So all these things combined, it means less and less people are willing to go to petroleum majors, which I honestly and if you if you think about is isn't to me is not a crazy problem because at the end of the day, we can train a lot of engineers to learn how to work in the energy space back in 2000 nineties and a lot of those we had roughly the same issues, but at that time it was because of low commodity environment. It wasn't because of the all these propaganda was against oil and gas.   Armand Pradis [00:22:26] So back then a lot of chemical partners, chemical engineering department and petrol engine department was in one departmfewerent or mining or they were under mining department. So and so the point is, at the end when you graduate from the school in majority of the engineering major with like six months training, you can be a reservoir engineer, drilling engineer.   Armand Pradis [00:22:48] Fundamentally, we don't have tremendous amount of difference. And in the schools that teach you a lot of theory anyway, the majority of it, honestly, you don't even use the day to day stuff anyway. So. So that's why to me, it's not a massive, massive problem, but it's a bigger problem is less tendency to work for oil companies. So yeah, again, oil companies have a solution for it. They offer big salaries.   David Blackman [00:23:16] They do, Yes.   Armand Pradis [00:23:18] So yeah, long run. Long run and long run. I'm it is a challenge, but there are some solutions that can mitigate it. Yeah.   David Blackman [00:23:28] Yeah. You hit on my pet peeve about the industry not doing a good job of marketing itself and, and really telling the good stories that it has to tell. Right. Yeah. It's just so frustrating to me. You see all these great things that they do and you want to, you want to see them brag about it a little bit and.   Armand Pradis [00:23:47] Yeah.   David Blackman [00:23:47] And then I see last night or night before last, the newest ad that API is running. And honestly, I didn't even know what it was they were advertising. They're spending like $80 million on that campaign. It's just crazy to me. But, you know,.   Armand Pradis [00:24:03] I wanted of us.   David Blackman [00:24:04] Yeah, yeah. And the other point you made about companies, the boom and bust cycle and the layoffs and the hirings and the layoffs and the hirings that just disenchanted so many people with, you know, going back to work in the industry when the time comes. And anyway, anyway.   Armand Pradis [00:24:24] And honestly, David, a lot of those can be mitigated with better planning, you know, so.   David Blackman [00:24:28] Right.   Armand Pradis [00:24:29] And doing more comprehensive analysis, you know, so running more of a probabilistic analysis, running around in ten, 15, 20, 30, 100 scenarios instead of just one deterministic scenario and plan based on that. You know,.   Armand Pradis [00:24:42] So that is to me the core problem. You know, we don't do a great amount of planning and we making rash decisions and just go hire a bunch of people because oil prices high right six months down the road drops $20 less by 30%. You know, so we have to minimize those decisions.   David Blackman [00:25:03] And that's that's what I see companies like you're the service or the tools that you're offered. And the things you're doing with this data is what I see really helping to smooth out the boom and bust cycles because it just makes it easier to do that advanced planning that really in the past, management teams not only didn't focus on it, but they really didn't have a firm ability to do it even if they wanted to. Right. In certain circumstances. So.   Armand Pradis [00:25:35] Absolutely. Yeah.   David Blackman [00:25:37] Yeah. Well, listen, man, we are running up against time. These things go so fast. It always feels like we just touch the surface. But I'd like to touch base with you again sometime down the road here, where, you know, at a key point in time for your company. That's okay.   Armand Pradis [00:25:54] Absolutely. Definitely. David, thank you. Thank you so much for having me on your show. So it was definitely great conversations and definitely looking forward to our future conversations.   David Blackman [00:26:05] Absolutely. Well, thank you so much. It's been great meeting you and we'll talk to you again soon. And thanks to everybody for joining us for this episode of The Energy Question. I'm David Blackmon. And that's all for now.   Follow Armand Paradis on LinkedinSponsorships are available or get your own corporate brand produced by Sandstone Media. David Blackmon LinkedInDB Energy Questions The Crude Truth with Rey TrevinoRey Trevino LinkedInEnergy Transition Weekly ConversationDavid Blackmon LinkedInIrina Slav LinkedInArmando Cavanha LinkedIn ENB Top NewsENBEnergy DashboardENB PodcastENB Substack

Noruega es un país de poco más de 5 millones de habitantes, con unas condiciones de vida, de desarrollo y de bienestar que están entre las más destacadas del mundo. Y, por supuesto, con una economía próspera, que le coloca entre los países más ricos, utilizando casi cualquier índice que se nos ocurra. Son el estado con el que todos sueñan ser.Pero no siempre fue así. Cuando Noruega se independizó de Dinamarca, en 1814, era un país rural, con el 90% de la población dedicada a la agricultura, en unas tierras que además no eran especialmente fáciles de cultivar. No es hasta finales del siglo XIX cuando la economía del país empieza a despegar, gracias a la revolución industrial, las mejoras agrícolas, la expansión de la ganadería... y sobre todo el dominio del mar. Se convierten en una potencia del transporte marítimo, que le permite exportar hierro, carbón, madera y pescado, y cuenta con una flota naval que llegó a representar el 7% del total mundial.Sin embargo, la primera Guerra Mundial, a pesar de que se mantuvieron neutrales, provocó el estancamiento absoluto de su economía, debido principalmente a la dependencia que tenían de Reino Unido, por entonces su principal socio comercial.Noruega siempre fue vista como la prima pobre de los países escandinavos. Unos 'paletos', agricultores y pescadores, a los que Suecia y Dinamarca, mucho más urbanas, siempre miraban por encima del hombro. Con la economía parada, y sin oportunidades, fueron cientos de miles los noruegos que emigraron a América del Norte en la primera mitad del siglo XX, tanto a Estados Unidos como a Canadá. De hecho, fue, tras Irlanda, el país de Europa con más emigrantes en proporción a su población.Por si la situación no fuera bastante complicada, la segunda Guerra Mundial y la ocupación alemana acabaron con cualquier signo de recuperación que pudiera mostrar la economía noruega.Tras la guerra, Noruega se enfrenta al reto de resucitar su maltrecha economía, arcaica y muy vinculada a la pesca. Con un futuro que no veían nada claro, el Gobierno Laborista, con Einar Gerhardsen al frente, inicia una serie de reformas de corte socialdemócrata y con un enfoque claramente keynesiano. El objetivo, para reducir la pobreza, era mejorar la redistribución de la riqueza.La receta aplicada por el Ejecutivo pasó por implementar impuestos altos y progresivos, crean una especie de IVA y además gravan adicionalmente productos discrecionales como el alcohol, el tabaco, los coches o los cosméticos.Los ingresos que logra el Estado de esta manera le permiten desarrollar un sistema de Seguridad Social, que garantizase las pensiones y que además permitiese cubrir la atención médica para toda la población, entre otros beneficios.La situación de Noruega por fin mejora, y muchos emigrantes incluso retornan, pero eso no le convierte aún en un país rico. Ese salto se produce en los 60. Los expertos del país ni siquiera creían que pudiera haber hidrocarburos bajo su mar. Pero a principios de aquella década Países Bajos encuentra gas en sus costas, lo que impulsa la investigación del resto del Mar del Norte. Son empresas privadas las primeras que se acercan al Gobierno a solicitar permiso para llevar a cabo esa exploración, pero el Ejecutivo, prudente, primero desarrolla el marco legal adecuado.Además, en 1963, Noruega negocia con Reino Unido y Dinamarca el reparto del subsuelo marítimo del Mar del Norte, logrando un provechoso acuerdo, que le atribuyó más terreno que el que le correspondería si hubieran aplicado la Convención de Ginebra. Se benefició de las prisas de Reino Unido por empezar a explorar, y de la incapacidad negociadora del ministro de Asuntos Exteriores de Dinamarca.Con la normativa desarrollada y los límites territoriales claros, comienza la exploración. Las empresas encargadas, por entonces todas extranjeras, encuentran varias reservas de petróleo, pero de pequeño tamaño y difíciles de explotar. Es en 1969 cuando la fiebre estalla. Philips Petroleum Company encuentra en el campo de Ekofish un gran yacimiento, además poco profundo y con condiciones climáticas más amables que en el resto de la región, lo que facilitaba la extracción.Es en ese momento en el que las autoridades empiezan a creer en la importancia del sector petrolero, y en la importancia de invertir en este terreno. En 1973 funda Statoil, la compañía petrolera estatal. Sin embargo, los beneficios netos no fueron automáticos: la gran inversión de capital necesaria para desarrollar la industria petrolífera retrasó las ganancias hasta los 80.La industria petrolífera cambió la economía de Noruega rápidamente. En 1975 ya era una de las principales fuentes de empleo del país, que logró prácticamente acabar con el paro. Las dificultades en el Mar del Norte, tanto para explorar como para perforar, impulsaron la reconversión de numerosas empresas de tecnología y construcción, que aprovecharon su experiencia para crecer al calor de la fiebre por el oro negro.A pesar de todo, las autoridades no se vuelven locas. Primero reinvierten los beneficios del petróleo para estimular la economía y en mejorar la calidad de vida de sus ciudadanos. Cuando en los 80 el precio del petróleo se dispara es cuando deciden empezar a ahorrar parte de las ganancias que les otorgaba el crudo. Y no pierden la perspectiva cuando la caída del precio del petróleo en el 86 arrastra a la economía nacional.Yendo un paso más allá, en los 90 crea el Government Pension Fund Global, un fondo soberano de riqueza, hoy el mayor del mundo, con el que el Gobierno invierte los ingresos del petróleo en acciones, bonos e inmuebles para diversificar la riqueza del país. Esta es la receta que aplica para evitar el 'mal holandés'. Se conoce así a la 'enfermedad' que puede hundir la economía de un país por la apreciación de su divisa. Cuando comienza a exportar una materia prima de forma masiva, el influjo de capitales aprecia la moneda, lo que erosiona la competitividad de otros sectores, que se ven obligados a dejar de exportar. Holanda fue protagonista de este mal cuando, como habíamos comentado, encontró grandes reservas de gas natural en los 60.Noruega convirtió rápidamente gran parte de los ingresos obtenidos por el crudo en divisas extranjeras, lo que mitiga este efecto. El fondo, además, le permite mitigar suavizar las consecuencias de las crisis económicas, como se vio incluso en la pandemia.Las autoridades no han perdido nunca el foco, independientemente el color del partido en el Gobierno. A pesar de las diferentes caídas del precio del petróleo que se han vivido en las últimas décadas, no han descuidado su fondo soberano. Además, ningún Ejecutivo ha caído en medidas populistas que podría llevar a cabo con las ingentes cantidades de capital disponibles, y a pesar de que una parte de la población reclama ahorrar menos y gastar más. Siempre han pensado en el largo plazo, y en tratar de garantizar el bienestar de las próximas generaciones.Hoy, Noruega tiene una economía fuerte y próspera. El petróleo sigue representando un 20% de su PIB, y espera lograr ingresos récord el próximo año, de más de 130.000 millones de euros, debido al incremento de los precios provocados por la invasión de Ucrania y las sanciones a Rusia.Destinará una cuarta parte a los presupuestos, y el resto irá a su fondo de pensiones, el mayor del mundo, como habíamos dicho, y que cuenta con un capital de más de 1,3 billones de dólares.Estos son los pilares sobre los que se sustenta la economía noruega y que explican cómo se ha convertido en un país rico. Y cómo se enfrenta con menos miedo al cambio demográfico y a problemas como el pago de las pensiones futuras, como pasa en otros muchos países de Europa.

Etter å ha bygget hydrogenstasjon og hy-sportsbil (Statoil), elbil-ladere (Zaptec/Amina), effektivisere strømnett (Heimdall Power) og jobbet med autonome kjøretøy i Kolumbus, konstaterer Brage W. Johansen at folk flests forståelse av strøm er nær null. Ukens gjest lykkes stadig med å bygge nye selskaper.Hva er hemmeligheten?Programleder: Lucas Weldeghebriel, journalist og gründer i Shifter. Hosted on Acast. See acast.com/privacy for more information.

Hamars røverkonge er tilbake i studio og eliteserien så langt blir selvsagt tema. I tillegg blir det tilbakeblikk til da TV 1000 hadde NHL-rettighetene, fisketur ved Kjerringsjøen og bevæpnede Statoil-kunder. Hosted on Acast. See acast.com/privacy for more information.

Den ultimate versjon av «noen har snakket sammen» må være at Stortinget vedtar å gjøre strøm til en vare på et marked uten at noen forstår hva som foregår. Vi snakker med forfatteren Hogne Hongset som har arbeidet i Statoil, Aker og LO i til sammen 30 år. Før det var han lærer i tyve. Han har rukket å bli 82 og er aktiv som aldri før. Han sitter i arbeidsgruppen til den alternative energi­kommisjonen sammen med Trygve Tamburstuen som seerne har møtt i et tidligere program. Tamburstuen introduserte oss for energiloven og børsnotering av strøm som vi bare vagt kjente til. Energiloven ble vedtatt under Gro i hennes tredje regjering i 1991. Gro hadde lagt frem den første proporsjonen, som Jan P. Syse modifiserte i mer markeds­orientert retning og Gro gjorde ingen endringer da hun overtok. Derfor ble energiloven vedtatt med strøm som en hvilken som helst vare på et marked, bestemt av tilbud og etterspørsel. Resultatet ser vi nå. I en serie programmer vil Hongset forklare hva som skjedde og hvordan strømmarkedet virker. I det første tar vi for oss liberaliseringen av strømmarkedet som myndigheetene ikke har snakket særlig høyt om. Energisamarbeidet Acer skulle ikke gjøre strømmen dyrere i Norge. Det samme gjaldt strømkablene. Virkeligheten ble noe ganske annet. Visste de hva de gjorde?   Hvis du setter pris på sendingene: Vipps oss på 638941. Alle bidrag hjelper. Lag en konto på Odysee her! – Odysee vil da gi oss poeng som hjelper oss å klatre i algoritmene! Følg oss på Rumble. Følg oss også på PodBean, iTunes og alle steder der podcasts finnes. Husk å rate oss med 5 stjerner, så flere likesinnede sannhetssøkere finner oss der!   Kjøp «Et varslet energisjokk» her!    

“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founderWhere do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how beyond budgeting enables an organization to achieve business agility. Though this journey isn't for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.

Omtrent samtidig som CO2-avgiften innføres i Norge bygger Statoil ut gassfeltet Sleipner i Nordsjøen. Men det er et problem. Gassen inneholder for mye CO2 for å kunne selges, og Statoil står overfor et valg: Slippe CO2-en ut i atmosfæren og betale avgiften, eller fange klimagassen og sende den ned igjen under havbunnen. Norge blir etter hvert ledende på karbonfangst og -lagring til havs, og det blir et viktig klimatiltak, men vil andre land også være med å ta det i bruk? Gjesten i denne episoden er Tore Torp, som er utdannet metallurg og jobbet som forsker i Statoil på denne tiden. Hosted on Acast. See acast.com/privacy for more information.

Hvorfor valgte toppscoreren i eliteserien i 1991 å samtidig jobbe fulltid som ingeniør i Statoil? Hør episoden i appen NRK Radio

“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founderWhere do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how beyond budgeting enables an organization to achieve business agility. Though this journey isn't for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.

I 1972 etablerte Norge et statlig oljeselskap. Hvilke interesser har Statoil – i dag Equinor – tjent, og hvem har makten i norsk oljepolitikk? Einar Lie og Eivind Thomassen har gjennom seks år forsket på Statoils historie. Torbjørn Røe Isaksen er samfunnsredaktør i E24 og tidligere Høyre-politiker. Hør dem diskutere statlig eierskap i norsk olje, fra oppstarten frem til i dag. Programleder er Mari Lilleslåtten.

“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founderWhere do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn't for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.

“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn't for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it. 

“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn't for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it. 

Mye står på spill når det skal forhandles fram en gassavtale mellom Norge og Europa på midten av 80-tallet. Spesielt ett gassfelt kommer til å skape både muligheter og utfordringer for partene i forhandlingene. Hvordan ble egentlig Norge en storleverandør av gass? Og hva har rørledningene på havbunnen betydd for Norge og Europa? Gjesten i denne episoden Peter Mellbye, som var salgssjef for gass i Statoil på 80-tallet. Hosted on Acast. See acast.com/privacy for more information.

Gratulerer med 50-årsdagen, Statoil! Eller? Det norske oljemirakelet, forvaltningen og den norske modellen. Ellers litt om statsbudsjettet, en del om folkafest og fisefine festivaler, mer enn nødvendig om stum H i spansk og en nær Janne-opplevelse.

Pamanīts un cienīts Latvijā, viņš uzņemas lielus projektus ar atbildību un realizē tos. Inženieris ar mīlestību pret mākslu - uzņēmējs Guntis Āboltiņš-Āboliņš. Pilnsabiedrības “BERERIX” jaunais “Rail Baltica” projekta izpilddirektors Guntis Āboltiņš-Āboliņš skolojies Rīgas Tehniskajā universitātē, iegūstot grādu inženierzinātnēs, pēcāk arī  Rīgas Starptautiskajā ekonomikas un biznesa administrācijas augstskolā, iegūstot maģistra grādu uzņēmējdarbībā.  Nepilnus septiņus gadus Guntis bijis valdes priekšsēdētājs akciju sabiedrībā “RERE GRUPA”. Pirms pievienošanās “RERE GRUPAs” komandai, bijis AS “Latvijas Balzams” ģenerāldirektors. Vēl pirms tam vairāk nekā 15 gadus Guntis darbojies vienā no pasaules vadošajiem enerģētikas uzņēmumiem - “Statoil”, atbildot par “Statoil” grupas mazumtirdzniecības tīklu attīstību. Guntis ir patiesi kompetents uzņēmējdarbības vadītājs ar cienījamu pieredzi operatīvajā darbā un starptautiskajā biznesa attīstībā, vadot komandas un projektus.  Pateicoties Guntim un viņa sievai Aijai, atdzimis “Straupes zirgu pasts” - būtisks Latvijas vēsturiskais mantojums.

Norwegia to jeden z najbogatszych krajów na świecie. Pod koniec lat 60-tych państwo, którego PKB już wtedy było całkiem wysokie stało się jeszcze bogatsze, dzięki odkrytym złożom ropy oraz gazu. Norweskie władze doskonale poradziły sobie z tym sukcesem. Podzieliły Norweski Szelf Kontynentalny na drobne bloki wydając prywatnym firmom licencje. Zawsze jednak Norwegia miała w dochodach z wydobytych złóż mniejszy lub większy udział. W dodatku szybko powstała państwowa firma Statoil, która z czasem zdominowała wydobycie surowców w tej części świata. Norwegowie wykorzystali amerykańskie firmy, aby nauczyć się tego jak wydobywać ropę. Historia tego jak stali się naftowym potentatem nie tylko w Europie i na świecie jest pokazem państwowego zdrowego interwencjonizmu. Pieniądze zamiast do amerykańskich koncernów trafiły do kieszeni norweskich obywateli. To dzięki złożom ropy oraz gazu Norwegia stała się państwem opiekuńczym w takim wymiarze jak wygląda to obecnie.

Mansour Javidan is Garvin Distinguished Professor and Director of Najafi Global Mindset Institute at Thunderbird School of Global Management, Arizona State University. He received his MBA and Ph.D. degrees from the Carlson School at the University of Minnesota. Mansour was recently recognized as among the top 100 most influential (i.e., top 0.6%) authors in Organization Behavior in the world.  He is also recognized as among the top 2% most cited scientists in the field of business and management in the world. His article on global leadership recently received the Decade's Best Paper Award (2006- 2016) by the Academy of Management Perspectives. He has published in Harvard Business Review, Journal of International Business Studies, Journal of World Business Organization Science, Strategic Management Journal, Academy of Management Perspectives, Leadership Quarterly, Management International Review, among others. Mansour is Past President and Chairman of the Board of Directors of the GLOBE (Global Leadership and Organizational Behavior Effectiveness, globeproject.com) research program.  He is currently the Project Director and Principal Co-Investigator of GLOBE 2020, working with a team of 472 researchers studying culture change, leadership ideals, and trust dynamics in over 140 countries. The project has received close to $1.5 million in funding. Mansour has offered executive development programs and conducted consulting projects in over 30 countries.  His clients include NASA, Abbott Labs, Accenture, U.S. Department of Commerce, the U.S. Marshals Service, Aditya Birla, Alstom, Raytheon, Lockheed Martin, Statoil, BAE Systems, Bank Mandiri, BP, Cisco, Johnsosn & Johnson, Chevron, Telcom Indonesia, ExxonMobil, Commerzbank, Dell Computers, Scotiabank, Metlife, Europharma, Merck, Dow Chemical, Huawai, McCormick, and SABIC. Visit https://www.aib.world/frontline-ib/mansour-javidan/ for the original video interview.

Photo: Car wash almost century ago.  Here: a standard petrol station, with the Esso brand, in 1937. The gas station remains at the Nobel Cross, now under the name Statoil. #NewWorldReport:  The Car Wash Corruption. Senadora Maria Fernanda Cabal. @MariaFdaCabal (on leave) Joseph Humire @JMHumire @SecureFreeSoc. Ernesto Araujo, former Foreign Minister of Brazil. https://www.laprensalatina.com/liberal-alckmin-joins-brazil-socialist-party-moves-closer-to-lula/

The labour market is changing fast, and with it, the idea of what competencies and skills employees require to thrive. Vice President and Head of Treasury and Tax at the Functional Center of Excellence in Equinor ASA, Tor Stian Kjøllesdal, believes that we're moving away from simply assigning roles to anyone who's qualified to actually delegating responsibilities based on people's competencies. He joins the Treasury Career Corner to discuss what it takes to bring out the best in employees, team members, and leaders. He also shares some insights into how Equinor ASA plans to “utilise competency and capacity in a more efficient manner.” Tor Stian is responsible for all shared services deliveries within Treasury and Tax. The area is also the resource pool for all Treasury and Tax professionals working across the company. Before taking the role in June last year, Tor Stian has had several leadership positions within Treasury and Cash Management in Equinor. He holds a Master's degree in Economics and Business Administration from the Norwegian School of Economics (NHH). Equinor is an international energy company formerly called Statoil. They have approximately 21,000 committed colleagues developing oil, gas, wind, and solar energy in more than 30 countries worldwide. As the largest operator in Norway, they are among the world's largest offshore operators and a growing force in renewables. They are the leading operator on the Norwegian continental shelf and have substantial international activities. Engaged in exploration, development, and production of oil and gas, as well as wind and solar power, they also sell crude oil and are a major supplier of natural gas, with activities in processing, refining, and trading. Their activities are managed through eight business areas, staff and support divisions, and they have operations in North and South America, Africa, Asia, Europe and Oceania, and Norway. On the podcast we discussed… How Tor Stian transitioned from football to treasury How sports values helped Tor Stian in his treasury career Why creating an atmosphere of trust is vital for leaders The importance of embracing innovation How Tor Stian approaches leadership Why focusing on competency works Tor Stian's advice to anyone building a treasury career You can connect with Tor Stian onhttps://www.linkedin.com/in/tor-stian-kj%C3%B8llesdal-623b0341/ ( LinkedIn). Are you interested in pursuing a career within Treasury? Whether you've recently graduated, or you want to search for new job opportunities to help develop your treasury career, The Treasury Recruitment Company can help you in your search for the perfect job. https://treasuryrecruitment.com/jobs (Find out more here). Or, send us your CV and let us help you in your next career move! If you're enjoying the show please rate and review us on whatever podcast app you listen to us on, for Apple Podcasts https://podcasts.apple.com/gb/podcast/the-treasury-career-corner/id1436647162#see-all/reviews (click here)!

Birgitte Grøgaard holds a PhD from the Norwegian Business School BI, an MBA from University of Colorado at Boulder and a BA in Political Science from Vanderbilt University. Birgitte teaches courses in the Strategy and Global Management program, including: strategic management, international strategic management and strategic management in the global energy industry. Prior to her PhD studies, Birgitte held various commercial positions in Norway's largest oil and gas company Statoil. Her experience from working with headquarter-subsidiary relations in international exploration and production has particularly influenced her subsequent research focus. Birgitte also worked as a management consultant for Gemini Consulting, primarily targeting strategic challenges in multinationals. Birgitte has published/forthcoming work in the Journal of International Business Studies, International Business Review, International Studies of Management and Organization, and the Edward Elgar Handbook of Research on International Strategic Management. She has also presented her research at conferences such as the Academy of Management, Academy of International Business, Strategic Management Society, and European Academy of International Business. Dr. Grøgaard's research interests regarding energy include: international strategies and subsidiary roles; energy firms; firms' international strategies and subsidiary roles and subsequent performance consequences; and environmental influences on subsidiary roles and industry effects on firm strategies. Visit https://www.aib.world/frontline-ib/birgitte-grogaard/ for the original video interview.

Terroraksjonen mot gassanlegget ved In Amnas i Algerie pågår i 3 døgn. Familiene til 17 ansatte i norske Statoil følger dramaet sammen med resten av verden. Så går militæret til angrep. Hør episodene i appen NRK Radio. Hør episoden i appen NRK Radio

Hos Statoil går terroralarmen når islamistiske ekstremister angriper et gassanlegg i Algerie. Norske Statoil har 17 ansatte ved anlegget. Hele verden følger dramaet på In Amenas. Episodene får du først i appen NRK Radio. Hør episoden i appen NRK Radio

Šoreiz par kādu fotosesiju, par ārstu nesteidzīgajām dienām un adventes vainagiem. Cover art - https://www.instagram.com/rottwang/ Audio apstrāde - Gatis Gavars Seko mums šeit - https://www.instagram.com/eitanazija/ Pievienojies Facebook grupai - https://www.facebook.com/groups/2705724416375418 Kļūsti par Patronu - https://www.patreon.com/eitanazija

I 2013 angriper islamistiske terrorister gassanlegget ved In Amenas i Algerie. Der har norske Statoil 17 ansatte. Etter noen dramatiske døgn er 69 mennesker døde. I appen NRK Radio fra 25. november. Hør episoden i appen NRK Radio

Aine Kinsella grew up on a dairy farm in Castletown, North Co. Wexford, where she now lives with her husband Pat O'Keeffe (ASA past president) and their children. Aine is the founder and owner of Tara Hill Flowers. Aine graduated from UCD in 1995 with a degree in Agriculture having specialised in Ag & Food engineering technology. In this podcast, Aine shares her vast experiences gathered across a successful career. A graduate of the Avonmore graduate programme, her career included positions at Dunnes Stores, Statoil, 4 Home Superstores, Cuisine de France and Murryhill Foods. Aine later established a consulting business Bia Nua and today is the owner of Tara Hill Flowers, a home-grown commercial flower business on the slopes of Tara Hill, Co. Wexford. Aine emphasises the importance of mentors in your life, decision making and building a successful career with family at the core ASA thank Aine for her time and wish her, Pat and their family continued success into the future.

Jim joins us this week to discuss the role oil & gas companies will play in the energy transition, and how this will affect the workforce especially young people as large companies race to decarbonize and digitize their global operations.We are organizing a Q&A session as a follow-up to this episode, where you can ask Jim (or other Bain experts) your pressing questions about the energy transition and navigating your career.Submit your question here: https://forms.gle/sQc4p6Emp4X88bFx5Email us your questions: energytalkpodcast@gmail.comGuest Bio:  Jim Claunch has over 35 years in the oil and gas industry. Joining Halliburton right out of school with a background in finance and accounting. His work took him all over the globe and ended up leaving Halliburton to work at a startup called Power Well Services where he was CFO/CIO.Jim later chose to join Statoil (now Equinor) and spent 10 years there as VP of HR assignments and later led the implementation of digital technologies. After deciding he wanted to influence the whole industry, Jim joined Bain & Co. where he engages with many energy companies on operating models, sustainability, and digital innovation to lead the energy transition.Connect with Jim on LinkedInSupport the podcast on PatreonSubscribe to our newsletter

Alluvial is an innovative and highly scalable private sector response to the challenge of food security. Higher population growth puts Africa at particular risk of a food and humanitarian crisis with global dimensions in terms of basic food supply and unprecedented migration. https://www.alluvialtrade.com/ - Our guest is Alluvial co-founder Dimieari Von Kemedi Kemedi has been responsible for project planning and management of Alluvial's rice project and has taken a lead role inestablishing Alluvial's export processes. He has worked in community development, nature conservation and conflict management. Kemedi has served a number of senior level expert and consulting positions, including with the United Nations Development Program (UNDP), the UN Panel of Experts on Liberia, Statoil and the Haas School of Business at the University of California, Berkeley. Kemedi holds a degree in law from the Rivers State University of Science and Technology, Port Harcourt and was Environmental Politics Visiting Fellow at the University of California Berkeley. Email: Kemedi@alluvialtrade.com - Music from today's episode was provided by Grammy winning percussionist Lekan Babalola http://www.lekanbabalola.com/

Podcast: The Drill Down - Exploring Oil and Gas Topics (LS 26 · TOP 10% what is this?)Episode: The Digital Oilfield with Tony Edwards of Stepchange GlobalPub date: 2017-05-18In this episode, we welcome Tony Edwards to the podcast. Join us for this discussion on the digital oilfield, part of our Digital Oilfield podcast series. Remember, our listeners get $400 off the registration price (use code EKT400) to the Upstream Intelligence Data Driven Production Conference. It’s happening in Houston on July 6-7. Click here to learn more! About Tony Edwards Tony is a recognized expert in the application of Digital Oilfield Technologies in the oil and gas industry. He has more than 20 years’ experience in the oil and gas industry, in leading companies such as BP and BG. His core discipline is in operations management, including 5 years offshore and 3 years as Operations Manager on major Oil and Gas projects. In this episode of Drill Down, we discuss Tony’s background in the digital oilfield and current trends and opportunities in this growing space. Relevant Links: Stepchange Global Upstream Intelligence Tony Edwards on Linkedin Digital Oilfield Podcast Series: We put together this series of podcasts in conjunction with Upstream Intelligence to bring our listeners up to speed with the latest trends influencing the digital oilfield. Upstream Intelligence Data Driven Production Conference with Louis Vye The Digital Oilfield with Tony Edwards of Stepchange Global Innovations in the Digital Oilfield with Joe Perino Data Driven Production with Jim Crompton Timestamps: [1:00] Tony Edwards’ background – The field of the future [2:45] Mining vs Upstream – comparison and commonalities [3:45] What sparked an interest in the digital oilfield [7:00] Breaking down silos – colocating multi-disciplinary teams [9:10] Integrating teams and technology – impact on production platforms [12:30] Onshore & Shale Digital Oilfield – from the low cost ecosystem model to a low cost / smart hybrid [16:00] Last thoughts – Opportunity in greed-field operations to drop cost and CAPEX through digital oilfield implementations Transcript: Hi everyone. Welcome to the Drill Down with Marty Stetzer. This podcast is part of our EKTI, oil and gas learning network, and brought to you jointly today with Upstream Intelligence in the UK. Upstream Intelligence is the foremost provider of business intelligence and analysis for the upstream oil and gas community. They’re devoted to providing unique industry insight to drive efficiencies, reduce cost, and maximize production capabilities. Today our topic is data driven production. With an estimated global value of 31 billion dollars by 2020, the digital oilfield is the oil and gas industry’s hotbed of innovation, including big data analytics in the industrial internet of things, or IOT. Today I’ll be speaking with Tony Edwards, an industry veteran. This is our first podcast with Tony, an expert in this field. We are really happy to have his input on this new and important part of the upstream business. Tony, welcome. Thanks Marty. It’s great to be here. As we start, can you give our listeners your background? Yes. I joined BP as a young graduate in the late 1980’s and progressed on a pretty general career in oil and gas, mainly in petroleum and production engineering, some time in RND. Then I really ended up in operations management, and ended up working in North Sea, Southern North Sea, and as offshore as an OIM, and as an operations manager in Baku. Then my career took a bit of a shift and in 2003 I was asked to join a new program that was called field of the future, which was BP’s version of digital oilfield, and so I was part of the original team that set up the entire concept inside BP on how we were going to use real time data and information to make forms improvement inside our upstream operations. From there I moved to BG Group in 2006 and set up there a digital oilfield program from scratch, and I did that for three to four years. Then in 2009 I joined Stepchange Global and decided to do this on the outside in a consultancy firm, and we’ve been advising oil and gas companies and indeed mining companies on how to implement digital oilfield and integrated operations around the globe. Tony, that’s interesting. I didn’t realize in addition to the upstream side of the business, the mining folks are interested. Can you elaborate on that a little bit? Yeah, we’ve seen that there’s an awful lot in common in oil and gas and mining in general. They’re both extractive industries, they’ve both got extended value chains in many cases, you know not kind of, an upstream or mine piece, some sort of delivery system, pipelines or rail, and then some sort of export business. If you look at it, their model is actually pretty close to some of our core operations like LNG. They’ve also got a lot in similar in the fact that they often have siloed organization. They have all the same sort of organizational people challenges of getting people to do things a different way, so we find that a lot of what we learned in oil and gas is ported over pretty easily into mining sector. We’ve done work with mining companies on iron ore mines in Australia, copper mines in Chile, and more recently on a brand new potash mine in Canada. Tony again, thanks for being part of this effort. You mentioned earlier and I understand your primary focus is the organizational impact of some of these new technologies. What in your career or in your consulting side kind of sparked your interest in this piece of the puzzle? Well I think if we dial back to the early days of digital oilfield and integrated operations when many of the big companies were kicking off with concept . There was BP, Shell, Statoil, Conoco in Norway, and in the national oil companies in particular, Saudi Aramco. We were all trying to understand what the dimensions were of this big new thing, where we can have real time data and information coming off of our assets, coming off our platforms, and it being available for use in the office, and available to experts in the office, and what were we going to do with it? Of course the initial focus was very much around, “We need to get the data.” So, how do we capture the data, how do we store the data, how do we transmit the data. Of course one of the big breakthroughs was the advent of high bandwidth communications, particularly in areas like the North Sea where fiber was laid very early on. So we could get that data, but then it was very much about, what do we do with the data? Initially the push was to get these IT data and information systems in place, and then we went through a phase of building rooms, collaborative rooms. We worked out pretty quickly that you needed teams to look at the data, or analyze the data, and look at opportunities in that data, and then convey those to the guys in the field who were going to do something different. Early on the focus was on the technology in the rooms, and we very quickly worked out that if you took the, “If we build it, they will come,” approach, they basically did. We then switched this around to thinking about it as technology-enabled transformation, and how do you change the … How do you get the people on board. Literally say, a technician or an operator offshore or onshore he’s been doing something the same for 20 years, how do you get them to do something different? Because now we’ve got data and information which can inform where they need to be at any one time. We needed to look at the processes, so when you look at process work flow, they were generally geographically constrained around a platform or a site. Now we’re saying actually we can have people looking at the data, and the process could be done remote. So how does that change? Then also the organizational alignment, how do we organize ourselves to take value from having this data and information? We quickly understood that just having the data and information was just not good enough. We needed to think of it in much broader terms, and certainly companies like BP, and Statoil, and others started thinking about this is a transformation program, or continuous program rather than a technology program. Tony, you mentioned earlier the challenge of the silos, which in our consulting and in our training programs we’re still seeing. Was there any way that this helped break down some of the silos by having disciplines, look at problems, or different ways of even setting up the remote operation centers with multi disciplines? Did that help, breaking down the silo side? Yes it did, and what we found as well is if you wanted to do something like production optimization; and you wanted to be able to optimize a molecule of oil and gas from the reservoir to an export point wherever that happened to be, and of course in gas that could be a very long value chain, in an offshore oil platform might be shorter. But whenever you looked at it, it spanned reservoir, petroleum, production engineering, facilities engineering, operations, pipelines, and maybe even commercial. We found that once you started having this real time data and information, a traditional siloed organization that was meeting-based just wasn’t fast enough, wasn’t agile enough, so we started moving towards this idea of multi disciplined delivery teams. So you would co-locate a production optimization … You would form a production optimization team, which was the co-location of representative from reservoir, petroleum, production, operations, facilities, pipeline, commercial in a room, and then they would work as a natural team to deliver the  field optimization. So that was an example. Another example would be around facilities, discipline, engineering, so instead of having mechanical, electrical, instrument automation all being separate, again we would co-locate representatives from each of those disciplines together in a room just to support the guys in the field in a non siloed, fully integrated way, if that makes sense. It does. Were there impacts say, on the production platforms as well? You mentioned the remote operation centers, and we’ve seen examples of that in our visits to some major clients, but what about on the production facilities themselves? Were there some benefits there? Absolutely. I think the one thing you haven’t got to forget about is what’s at the other end, if you know what I mean. It’s a bit like the idea of if you’re the only person in the world with the mobile telephone, well it’s actually not very useful. What we’ve seen is that if you have a collaborative environment in your office, then very much you need to have the ability for your teams in the field to collaborate as well, so that could be either by mobile working devices, which are now becoming much more available.  It was a difficult thing to implement 10 years ago although it was done in a few locations, or it was actually we need to mirror the fact that we’ve got a production optimization team in the office with some sort of team in the field. Typically we would then co-locate a production engineer and some of the production team in a room on the offshore platform, and we would have always-on video, always-on data and information exchange between the two. We see this very much as an organizational alignment, so some of the dimensions that you can think about are integrating across the silos is one dimension, and you most often do that in the office, but you want to do it in the field as well if you can. Also you’re integrating between the operational location, offshore platform or gas hub, land based operation, and your office, so you’re integrating between the field and your office. That’s one of the other big barriers. Of course there’s the big divide between sub surface and surface disciplines you want to integrate across there. The other one we see is a key dimension for integration in this approach is time. So we advocate what we call a time slice organization, where we co-locate people around the time scale of the work that they do, so typically the guys in these collaborative in environments are doing short term support work, and they’re the point of focus for the guys in the field. The guys in the field always know who they got to go to, and the guys in the office, in the collaborative environment, they’re almost triaging the issues as they come in, and they’ve got complete asset awareness, or situational awareness of what’s going in the field at the same time. It just streamlines all of those communication processes. The guys involved understand what’s going on, understand what the priorities for the day. The result of that is enhanced production, enhanced recovery –  free from unplanned events, the better implementation of maintenance practices because you’re being supported remotely by your experts in the office. There’s a whole bunch of value you can get once you put the ability to collaborate and share data in place between an operational site and an office location. Tony, we’ve talked about offshore. Is there any analogy, or any operators using these same concepts of techniques in onshore? Especially in the shale plays that you’re familiar with, where we’re drilling hundreds of wells, and it’s more like a mechanical production operation than it is like a classic drill and complete operation. Are you seeing anyone using it in the onshore side of the business as well as the offshore? Yeah, absolutely. We’re seeing a lot of effort in the onshore side, and we’ve done work with coal bed methane operators in Australia, for instance. The big coal bed methane to LNG assets in Queensland, of which there are three, all of them have gone down this route, and two of them have actually remotely controlling all of their wells and gas facilities from the center of Brisbane, would you believe. They pushed this concept really quite a long way and we’ve been involved in the forefront of this with them in Australia. We’ve seen certainly SAGD operations in the tar sands are really beginning to embrace this in Canada. In terms of shale, oil and shale gas, typically that model has been what I would call a low cost ecosystem model, so it runs very well because one, it’s been low cost, and two, the ecosystem of companies are there to deliver this in a very efficient manner. But we are beginning to see the emergence of what I would call a low cost, smart hybrid, where I think those operators are beginning to see just being low cost, especially in the current environment, it runs out of steam in terms of giving you the value you need, and you now need to go more towards a smart approach. We’ve been working with one operator in Pennsylvania, and typically the traditional mode of operation would be to send an operator to look at a well every day, and in fact the local legislation says you have to visit this well every week to look for leaks, would you believe. The whole idea of sending a person into a gas production system to look for leaks is not something I would advocate at all. We should have instrumentation to do that sort of thing. But we’re working with this operator, and we’re pushing it, we’re trying to push it to the point where we visit the well once every three months. That is going to mean that we have to challenge the legislation, but I think we can put the senses and the monitoring, the surveillance, in real time in place to make that case pretty easily. So yes, we are beginning to see shale gas, shale oil do this and indeed a number of the kind of independent land based operators, and we’re working with a few at the moment. I think it has been somewhat slower uptake in that area just because the model they’ve had, it has been different to what you might think of as a big offshore oil operation, or even a big land-based complex operation. Tony, this is terrific. I know you and I could keep this up all, but I think the insights that you’ve given our listeners on the impacts of these new systems on organization, minimum manning, and production efficiencies, and especially the relationship between mainstream oil and gas and mining, and coal bed methane, which was completely not in my radar, will be extremely valuable. Is there anything that you would like to say to wrap up to our folks, if they want to seek more information on these topics? Yes. Just one thing I would say is that historically we’ve been doing a lot of work in brownfield operations, but there’s  absolute huge opportunity in greenfields. If you take what we’ve learned in brownfields and you translate that into green- fields, we absolutely believe that we can drop operational costs significantly, and by significantly I mean 50 to 70 or 80 percent. We can also reduce capex as well, and we’ve done a number of studies on new greenfield projects where we’ve been working with this idea of radical minimum manning, and trying to inject that into the project concept up stream. So I think that’s going to be the next big thing in terms of where we go, so more automation, less manning, more safer operations because we have less people, so that’s fundamentally where I think we’re going to be heading. If people are interested in hearing more about this, or seeing more about this please go to our website. I work for Stepchange Global, which is an independent oil and gas consultancy specializing in digital oilfield and integrated operations, and our website is www.stepchangeglobal.com. I’ll be at the conference in a couple of weeks time, it would be great to see people there, so if you want to have a chat on anything I’ve been talking about please don’t hesitate to get in touch. Thanks again Tony, I look forward to meeting you when you’re in Houston, and folks who would like to learn more about the basics of the important oil and gas industry, be sure to check out our free Oil 101 series at www.ektinteractive.com. Thanks everyone for listening. The post The Digital Oilfield with Tony Edwards of Stepchange Global appeared first on EKT Interactive.The podcast and artwork embedded on this page are from Marty Stetzer, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

In this episode, Justin sits down with Armand Paradis, Founder and CEO of Inside Petroleum to discuss how his experience working for Statoil made him to decide to start a journey in revolutionizing workflow and replacing outdated tools at his company, Inside Petroleum.  Before we get going I want to highlight some fascinating technology provided by our sponsor, TechnipFMC.   FracNow™, is their fully integrated #frac system that leverages flexible pipe, automation and advanced #digital capabilities to deliver operational efficiency, compatibility and ease of use. With 80 percent fewer connections and 50 percent fewer parts on the frac pad, #FracNow gets to first oil faster and lowers your costs by 30 percent. That's huge!  Learn more by clicking the link here: https://lnkd.in/dX4JPZa  TechnipFMC Giveaway https://mailchi.mp/924e93a58386/technipfmc  Ogio Dome duffle bag Yeti 20 oz purple tumbler Executive power bank Columbia neck gator AcePods 2.0 - True Wireless Stereo (TWS) Bluetooth Ear Buds Events HACK n WHACK: Anyone in the Houston area interested in playing oilfield hockey? Come join the Hack n Whack crew for some old timer hockey. We do it every two weeks at Memorial City Mall ice rink. Hit me up on LinkedIn for more details. KTX Fit: If you're looking to get in shape over the summer, visit KTX Fit in Katy, Texas and get a free trial by telling one of the coaches that I sent you! Leave a Review Enjoy listening? Support the show by leaving a review in iTunes. Street Team If you're interested in joining the street team, join our Facebook Group here. Connect with OGGN Interested in Sponsoring?? If you would like to get your company in front of our professional audience, please contact our Producer, Savannah Wilson. More Oil and Gas Global Network Podcasts Oil and Gas This Week Podcast | Oil and Gas HS&E Podcast | Oil and Gas Industry Leaders | Oil and Gas Legal Risk | Oil and Gas Onshore | Oil and Gas Offshore | PITCH Engage with Oil and Gas Global Network LinkedIn Group | Facebook | modalpoint | OGGN Connect with Justin Gautier LinkedIn | E-Mail | Oil and Gas Global Network

Armand Paradis & Jeremy Gottlieb join us from Inside Petroleum, an energy focused Fintech company that is disrupting the traditional methods of well forecasting and cash flow analysis with their new software platform, ComboCurve. During their previous roles at Statoil and Deep Gulf Energy, Armand and Jeremy became frustrated with the traditional methods, tools, and processes that were being utilized to run reserves & economics analysis. As a result, they left their day jobs to launch Inside Petroleum, where they are implementing all of the features O&G Executives need to operate their companies in today's fast paced environment.

Spegillinn 17.04.2018 Strokufanginn komst til Svíþjóðar á fölsuðum skilríkjum. Hann komst í loftið áður en lögreglan vissi að hann hefði flúið. Æ algengara er að að skipulagðir glæpahópar teygi anga sína til Íslands. Þá færist í vöxt að íslenskir glæpamenn starfi með erlendum glæpahópum. Forseti Frakklands varar íbúa Evrópu við því að hálfgert borgarastríð geisi í álfunni á milli frjálslyndra lýðræðissinna og vaxandi tilhneigingar til alræðis í mörgum ríkjum Evrópusambandsins. Sómali sem var sviptur norskum ríkisborgararétti fær ekki afgreidda beiðni um alþjóðlega vernd hér á landi þar sem Norðmenn eru tilbúnir að taka við honum. Þetta er niðurstaða kærunefndar útlendingamála. Hann óttast sjálfur um stöðu sína í Noregi. Samtökin Nei til EU, andstæðingar Evrópusambandsins í Noregi, telja að samþykkt norska þingsins um að innleiða svokallaðan þriðja orkupakka ESB brjóti gegn ákvæðum stjórnarskrárinnar. Þau hafa hafið söfnun til að standa straum af kostnaði við réttarhöld vegna málsins. Bæði Noregur og Liechtenstein hafa samþykkt tilskipun ESB og nú er beðið eftir því hvaða afstöðu Íslendingar taka. Ef Ísland hafnar tilskipuninni gæti allur viðaukinn um orkumál í EES samningnum frestast til bráðabirgða. Arnar Páll Hauksson fjallar um málið í Speglinum. Grænlendingar ganga til kosninga 24. apríl til að velja nýtt þing. Kim Kielsen, formaður grænlensku landsstjórnarinnar, ákvað að efna til kosninganna nú þó að kjörtímabilið renni ekki út fyrr en í haust. Kielsen tilkynnti þetta á blaðamannafundi sem boðað var til með skömmum fyrirvara. Bogi Ágústsson fer yfir stöðuna í Speglinum. Í mörg ár hefur norska ríkisolíufélagið Statoil verið langstærsta fyrirtæki á Norðurlöndum - mælt í veltu. En senn eru dagar Statoil taldir. Stjórni fyrirtækisins hefur ákveðið að skipta um nafn til að bæta ímyndina og gera hana umhverfisvæna og nútímalega. Engu verður þó breytt í rekstri, eignarhaldi og framleiðslu eins og Gísli Kristjánsson, okkar maður í Osló rekur í Speglinum.

Thanks for listening to the EKT Interactive Oil and Gas Podcast Network. Going boldly where others have already gone! In this episode in our series on the Internet of Things (IoT) in oil and gas, we speak with Jim Claunch, VP of Operational Excellence for Development and Production at Statoil. Jim will be on the keynote panel […] The post IoT in Oil and Gas – IT/OT Convergence with Jim Claunch, VP at Statoil appeared first on EKT Interactive.

Mark and Patrick head back to the offices of the National MS Society to talk with Tim Church, HSE Director for Statoil and captain of their BP MS150 cycling team and Barron Lozano, head of the Ride Marshall Program with the BP MS150. Statoil’s commitment to safety extends far beyond the job site; they sponsor the Ride Marshall Program for the BP MS150 and has won the BP MS150 Gold Safety Award for four straight years. They do this with a team made up of not only Statoil employees but friends and family members, some of whom don’t even work in the oil and gas industry. The 33rd Annual BP MS 150 begins on Saturday, April 29 from three start line locations in the Houston area, and finishes in front of the Bob Bullock Museum near the State Capitol in Austin on Sunday, April 30, following an overnight celebration in La Grange. The ride will connect an estimated 11,000 riders, in addition to thousands of volunteers, sponsors, donors and supporters, as they embark on a shared journey to drive awareness and raise $16 million. The BP MS 150 is a fundraising event, not a race, and therefore is attractive for novice and experienced cyclists. If you would like to know more or make a tax-deductible donation to the National MS Society, you can do so at bpms150.net. Click Play to Hear the Oil and Gas HSE Podcast Episode 35 – Statoil and the BP MS150  We Have A Winner!!! Congratulations Wayne Alleyne, HSE Supervisor Founder and Owner of Response Intel LLC. You are this week’s winner of the Red Wing Offshore Bag! To get your hands on one of these awesome offshore bags, all you have to do is enter! Follow the link below and select Oil and Gas HSE and enter your information. We pull one lucky winner each week. Click Here to Enter More Information If you would like to know more about the National MS Society and their commitment to eliminating Multiple Sclerosis or the BP MS15o, you can do so in a number of ways. Follow them on Twitter: @BPMS150 Connect with them on LinkedIn: National MS Society LinkedIn Friend them on Facebook: National MS Society Facebook If you would like to make a donation to Tim Church as a thank you for being a guest on the Oil and Gas HSE Podcast, you can do so at his donation page here. If you would like to make a donation to Barron Lozano as a thank you for all of her hard work to help make this year’s BP MS150 a fun and safe ride, you can do so at her donation page here. Leave a Review Help our podcast grow in iTunes by leaving a review. The Oil and Gas HSE podcast needs reviews to rank higher in iTunes so your friends and colleagues can find us. Leave a review by clicking here.

Activity is starting to pick up in the Gulf of Mexico. Operators are awarding development contracts, companies are bidding on new acreage and bits are spinning in the shallow waters off Mexico. Kat Schmidt gives us the lowdown on ownership changes and contract awards for the Chevron-operated Tigris project and recaps an intriguing US lease sale, plus continued fallout from the ATP bankruptcy, which turned into another bankruptcy and now has Statoil footing an unwelcome bill. A payday for Eni in Mexico, and more, this week on The Bit. Read more: http://bit.ly/thebit97