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Copyright © 2018 Accenture. All rights reserved.
THE
INTELLIGENT
REFINERYDIGITAL. DISTILLED.
DIGITAL REFINING SURVEY 2018
Copyright © 2018 Accenture. All rights reserved.Copyright © 2018 Accenture. All rights reserved.
THE
INTELLIGENT
REFINERY SURVEY
2
This deck provides highlights from
the second annual Accenture
Digital Refining Survey, conducted
by PennEnergy Research on behalf
of Accenture in collaboration with
Solomon Associates.
It is an online survey of 170 oil
refining and gas industry
professionals from a cross-segment
of the industry, including:
• engineers,
• mid-level and executive
management,
• business unit heads and staff, and
• project managers.
The survey was conducted in
January 2018 by PennEnergy
Research in partnership with
the Oil and Gas Journal.
Respondents are subscribers to
PennWell publications.
explained
Copyright © 2018 Accenture. All rights reserved.Copyright © 2018 Accenture. All rights reserved.
DIGITALREFINING
KEYTRENDS
3
TREND 1:
CONVERGENCE IS A REALITY – Oil refining executives are increasingly
converging their IT and operational agendas. Over 20% are taking
multiple actions to address the organizational changes required.
TREND 2:
DIGITAL IS AS DIGITAL DOES – Almost 50% of refiners rate
themselves as mature or semi-mature with regard to digital
technology deployment compared to 44% in 2017. Refineries rate
themselves mature with deployment of advanced process control
(APC), cybersecurity tools and updated IT systems.
TREND 3:
MOST REFINERS ARE YET TO REALIZE POTENTIAL VALUE –
Digital is adding to the bottom line, but a large proportion of
refiners are missing trapped value because they are implementing
only a small portion of the digital spectrum.
TREND 4:
LACK OF DIGITAL INVESTMENT INCREASES RISK –
Change and disruption from digital is accelerating and
might outpace a refiner’s ability to compete. Lack of
investment can impede the ability to realize the cost
savings and margin improvements digital technologies
can bring. For refiners, this is augmented by the lack of
a digital focal point within the organization.
TREND 5:
WORKFORCE SKILLS ARE INCREASINGLY IMPORTANT
– While cost and strategies relating to digital are cited as
the top barriers to wider digital adoption, there was a
significant increase in the 2018 survey in concerns about
relevant digital skills and expertise in refining.
Copyright © 2018 Accenture. All rights reserved.
SAMPLECOMPOSITION&METHODOLOGY
4
• Accenture, Inc. partnered with PennWell Knowledge Center to conduct the second annual digital refining survey to
understand how organizations are using digital technologies in the refining area of their business. The survey
questionnaire has been reviewed in collaboration with Solomon Associates.
• In addition, the survey sought to understand what respondents believed were the benefits and barriers to adopting
digital technologies.
• The survey was sent to 8,320 potential PennWell participants. The survey was also sent out through Accenture and
Solomon Associates social media platforms. Complete responses were received from 169 individuals (2017 survey was
sent to 16,536 potential participants. Complete responses were received from 203 individuals)
• The confidence level for the survey is 95% with a margin of error of 7.5% (2017 confidence level for the survey was 95%
with a margin of error of 6.8%)
RESPONDENTLOCATION 2017 2018
Australia/New Zealand 1.5% 2.9%
Africa 7.9% 5.2%
Asia Pacific 15.7% 19.2%
Europe 11.3% 14.5%
Middle East 6.9% 6.4%
Russia/Central Asia 2.0% 0.6%
Latin America 12.3% 11.6%
North America 36.0% 32.6%
World 6.4% 7.0%
Total 100% 100%
RESPONDENTTITLE 2017 2018
C-Level 9.8% 9.9%
Senior VP or VP 8.9% 8.1%
Managing Director or Director 11.3% 12.8%
Mid Level Manager/BU Manager 13.7% 6.4%
Business Unit Head 8.9% 8.1%
Engineer 28.6% 15.7%
Project Manager 7.9% 7.6%
Refinery Economist n/a 7.0%
Information Technology 1.0% 9.3%
Other 9.9% 15.1%
Total 100% 100%
COMPANY TYPE 2017 2018
Consultant 20.7% 13.7%
Contractor 9.9% 9.3%
Independent Refining Company 16.7% 27.3%
International Oil Company 16.3% 18.0%
National Oil Company 31.0% 30.2%
Other 5.4% 1.7%
Total 100% 100%
Copyright © 2018 Accenture. All rights reserved.
36.6%Changing the role of IT
33.7%
27.9%
15.1%
22.1%
16.9%
1.2%
Creating new organizational
structures/models
Creating a steering committee
Creating a new C-level position
All the above
No change/none of the above
Other
How is your organization addressing the convergence of information
technology operational systems (i.e. manufacturing execution systems
for your refining operations)? Please select all that apply.
CONVERGENCEISAREALITY
5
TREND 1
More than 20%
are taking multiple
actions to address
IT/OT convergence
Copyright © 2018 Accenture. All rights reserved.
CONVERGENCEISAREALITY
6
TREND 1
explained
THE REALITY ANALYSIS
THE
OPPORTUNITY
Oil refining executives are increasingly bringing
together their IT and operational agendas by, for
example, creating new organizational models,
changing the role of IT; as well as setting up steering
committees and creating new C-level roles.
Digital is a key enabler to help refiners accelerate
to their goal of IT/OT convergence by facilitating
seamless collaboration to achieve business
outcomes and greater future performance. But
there is some way to go…
Most refiners appear to be acting in some way to address the
convergence of information technology operational systems in their
refineries, with over 20% taking multiple actions to address the
organizational changes required. There is still some way to go however
– for example – only 15% of oil companies reported having created a
new C-level position so far. Setting these foundations for wider digital
transformation is key to the creation of the intelligent refinery.
Copyright © 2018 Accenture. All rights reserved. 7
48% rate themselves as mature
and semi-mature in digital
DIGITALISASDIGITALDOES
TREND 2
How mature would you rate your company in terms of the deployment of the following specific
digital technologies in your refining operations? Please select one per technology type?
35%
14%
13%
8%
8%
Advanced Process Control
Tools to improve
cybersecurity
Updated IT systems to enable
other digital capabilities
Operations application migration
to Cloud infrastructure
Advanced data analytics
(Top Five – Most Widespread Adoption)
Digital maturity in refining has a long way to go. Given the small set of
digital technologies being employed to date by refiners, it seems these
organizations have rated their maturity levels higher than reality would
suggest.
44% rate themselves as mature
and semi-mature in digital
~11%
mature
~33%
semi
mature
2017 2018
~14%
mature
~34%
semi
mature
Copyright © 2018 Accenture. All rights reserved.
DIGITALISASDIGITALDOES
8
TREND 2
explained
THE REALITY ANALYSIS
THE
OPPORTUNITY
In 2018, 48% of refiners rate themselves as mature
or semi-mature with regard to digital technology
deployment compared to 44% in 2017. Refineries
rate themselves as mature with deployment of
advanced process control (APC), cybersecurity tools
and updated IT systems.
Of all the technologies rated most mature by refiners in
relation to their core operations, it is no surprise APC is
ranked highly as it is long established. However, we see
digital as a game changer for improving process control
through the use of artificial intelligence, machine
learning and more robust data science modelling.
No refiners are near to full-scale digital adoption. There is no
widespread use of digital technologies and, as yet, little use of more
cutting-edge digital technologies. There is opportunity to expand and
scale the mix of digital technologies further into refining operations as
well as employ a better combination of digital technologies.
Copyright © 2018 Accenture. All rights reserved.
6.4%
13.9%
32.6%
12.8%
13.4%
19.8%
1.2%
Significant – Over $100
million in total value
High – Over $50
million in total value
Average – Over $50
million in total value
Low – Less than $50
million in total value
We do not measure
this value
Don’t know
None
Can you quantify in terms of value, how much digital technologies
are adding to your business today?
REFINERSAREYETTO
REALIZEPOTENTIALVALUE
9
TREND 3
Copyright © 2018 Accenture. All rights reserved.
MOSTREFINERSAREYETTO
REALIZEPOTENTIALVALUE
10
TREND 3
Which of the areas in your refining operations are digital technologies having the most positive impact?
56.4% 47.1% 27.9% 22.1%
50.0% 23.8%
18.0% 13.4% 4.1% 4.1%15.1% 3.5%
Maintenance and
reliability
Production planning
and scheduling
Production execution
Health, safety and
environment (HSE)
Energy management Engineering and
capital projects
Quality management Trading Hydrocarbon
supply chain
Non-hydrocarbon
supply chain
Don’t know Other
Copyright © 2018 Accenture. All rights reserved.
POTENTIALVALUE
11
TREND 3
explained
THE REALITY ANALYSIS
THE
OPPORTUNITY
Almost 60% of refiners are spending more on
digital in 2018 which is delivering some impact and
value but it is only a fraction of what it could be,
with 80% of refiners reporting that digital is adding
$50million or less value to their business.
Refiners are implementing only a small portion of the digital
spectrum and are seeing the most impact from digital in their
maintenance and turnaround operations. However, the
majority are not realizing the value they could from digital
technologies and many are not even measuring digital value.
Refiners see the impact of digital in important refining processes with
digital having a positive impact on maintenance and operations, and
production operations in particular. However there is still significant
scope for digital to influence a broader set of refining operations to
deliver plant-wide transformational change and release trapped value.
Copyright © 2018 Accenture. All rights reserved.
LACKOFDIGITALINVESTMENT
INCREASESRISK
12
TREND 4
What risks to your business do you see from a lack of investment in
digital technologies? (based on top 3 most important risks)
Loss of competitive advantage
Lack of ability to continue to
reduce costs/increase margins
Increasing plant reliability issues
Lack of agility to react & optimize
due to market dynamics
Loss of workforce/talent
Lack of ability to respond and transition
to new energy developments
Lack of ability to react to
natural disasters
Other
67.4%
64%
57.7%
41.9%
24.4%
21.7%
9.3%
1.2%
Copyright © 2018 Accenture. All rights reserved.
DIGITALINVESTMENTANDRISK
13
TREND 4
explained
THE REALITY ANALYSIS
THE
OPPORTUNITY
Change and disruption from digital is accelerating and
might outpace a refiner’s ability to compete. Lack of
investment can impede their ability to realize the cost
savings and margin improvements that digital technologies
can bring. Competitiveness, ability to reduce costs and
plant uptime are at risk.
More investment in digital can bring changes to
the cost base and refining operating model and
increase the ability of refiners to predict and react
to change. This increased agility will be key to cost
competitiveness.
Investments in digital to deal with greater risks in the increasingly
complex oil industry landscape are crucial. Wider digital adoption can
be a fundamental defense against industry disrupters as well as a key
enabler for further cost reduction and margin improvement.
Copyright © 2018 Accenture. All rights reserved.
WORKFORCESKILLSARE
INCREASINGLYIMPORTANT
14
TREND 5
Which barriers, if any, prevent the successful adoption of digital technologies in your organization?
Please select all that apply.
49.8%Cost of digital deployment
Lack of clear strategy
relating to digital
Data security concerns
Lack of clear business case
Lack of workforce skills and subject
matter expertise
Resistance to adopt digital solutions
Lack of internal ownership
Lack of maturity of digital technology
Lack of digital delivery capabilities
in order to scale
50.0%
38.4%
43.0%
36.0%
37.8%
38.4%
36.1%
24.1%
33.1%
23.2%
29.1%
14.8%
26.7%
21.7%
17.4%
2017
2018
22.2%
33.7%
An increase
in excess of
50%
Copyright © 2018 Accenture. All rights reserved.
WORKFORCESKILLSARE
INCREASINGLYIMPORTANT
15
TREND 5
explained
THE REALITY ANALYSIS
THE
OPPORTUNITY
While cost and strategies relating to digital are cited as the
top barriers to wider digital adoption, there was a significant
increase in the 2018 survey (compared to 2017) in concerns
about relevant digital skills and expertise in refining, which
is also impacting digital maturity.
While refiners can hire digital talent, it is scarce and
expensive. There is potential for this lack of a digital
skills base to hold refiners back from creating more
intelligent refineries. Reskilling and redeploying
employees for digital is crucial.
Refining leaders need to address digital skills gaps and redeploy people
whose roles are being replaced by automation, and technologies like artificial
intelligence. By retraining employees already familiar with their operations,
as well as enabling more collaboration between employees and machines,
refiners will save time and money on their digital journey and accelerate
their route to a more intelligent refinery.
Copyright © 2018 Accenture. All rights reserved.Copyright © 2018 Accenture. All rights reserved. 16
If all companies were to invest in AI and human-machine
collaboration at the same level as the top performing fifth
of companies, they could boost revenues by 38% and lift
employment levels by 10% between 2018 and 2022.
That equates to an average of $7.5 billion and 5000 jobs
for an S&P 500 company....
ACCENTURE – FUTURE WORKFORCE STUDY 2018
Source: https://www.accenture.com/us-en/company-reworking-the-revolution-future-workforce
“
Copyright © 2018 Accenture. All rights reserved.
DIGITALTECHNOLOGIESCANHELPOIL&GAS
COMPANIESUNLOCKSIGNIFICANTVALUE
17
CONCLUSION
Digital is key to oil companies optimizing cross-value-chain decisions to grow margins. However, digital
commercial optimization needs to happen at scale and speed to create competitive advantage. Oil companies also
need to combine digital technologies to improve their impact. Reskilling and redeploying the refining workforce is
crucial for future competitiveness and achieving transformational value.
CURRENT STATE
When the correct technologies are combined
and implemented at scale digital can deliver
significant value and drive additional market
capitalization.
Refiners are not fully utilizing digital’s potential,
and are failing to realize maximum value as a result.
From combining technologies, to scaling them and
reskilling their workforce to use them, they need to
build more rapidly upon the digital foundation they
have created to enable a more intelligent refinery.
KEY TAKEAWAY
44%
ADDITIONAL GAINS IN MARKET
CAPITALIZATION FOR OIL COMPANIES
Source: Accenture Industry X.0 Survey
Copyright © 2018 Accenture. All rights reserved.
WHODOWECONTACTFORMORE
INFORMATIONABOUTTHESURVEY?
18
The Intelligent
Refinery Research
FOLLOW US
TRACEY COUNTRYMAN
Managing Director
Global Resources Industry X.0, Accenture
conducted on behalf of Accenture by
PennEnergy Research in collaboration
with Solomon Associates, surveyed
refinery professionals worldwide.
ANDY COWARD
Managing Director
Refining Digital Plant - Europe, Accenture
tracey.m.countryman@accenture.com
andy.coward@accenture.com @AccentureEnergy
#digitalenergy
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Digital Refining Survey 2018

  • 1. Copyright © 2018 Accenture. All rights reserved. THE INTELLIGENT REFINERYDIGITAL. DISTILLED. DIGITAL REFINING SURVEY 2018
  • 2. Copyright © 2018 Accenture. All rights reserved.Copyright © 2018 Accenture. All rights reserved. THE INTELLIGENT REFINERY SURVEY 2 This deck provides highlights from the second annual Accenture Digital Refining Survey, conducted by PennEnergy Research on behalf of Accenture in collaboration with Solomon Associates. It is an online survey of 170 oil refining and gas industry professionals from a cross-segment of the industry, including: • engineers, • mid-level and executive management, • business unit heads and staff, and • project managers. The survey was conducted in January 2018 by PennEnergy Research in partnership with the Oil and Gas Journal. Respondents are subscribers to PennWell publications. explained
  • 3. Copyright © 2018 Accenture. All rights reserved.Copyright © 2018 Accenture. All rights reserved. DIGITALREFINING KEYTRENDS 3 TREND 1: CONVERGENCE IS A REALITY – Oil refining executives are increasingly converging their IT and operational agendas. Over 20% are taking multiple actions to address the organizational changes required. TREND 2: DIGITAL IS AS DIGITAL DOES – Almost 50% of refiners rate themselves as mature or semi-mature with regard to digital technology deployment compared to 44% in 2017. Refineries rate themselves mature with deployment of advanced process control (APC), cybersecurity tools and updated IT systems. TREND 3: MOST REFINERS ARE YET TO REALIZE POTENTIAL VALUE – Digital is adding to the bottom line, but a large proportion of refiners are missing trapped value because they are implementing only a small portion of the digital spectrum. TREND 4: LACK OF DIGITAL INVESTMENT INCREASES RISK – Change and disruption from digital is accelerating and might outpace a refiner’s ability to compete. Lack of investment can impede the ability to realize the cost savings and margin improvements digital technologies can bring. For refiners, this is augmented by the lack of a digital focal point within the organization. TREND 5: WORKFORCE SKILLS ARE INCREASINGLY IMPORTANT – While cost and strategies relating to digital are cited as the top barriers to wider digital adoption, there was a significant increase in the 2018 survey in concerns about relevant digital skills and expertise in refining.
  • 4. Copyright © 2018 Accenture. All rights reserved. SAMPLECOMPOSITION&METHODOLOGY 4 • Accenture, Inc. partnered with PennWell Knowledge Center to conduct the second annual digital refining survey to understand how organizations are using digital technologies in the refining area of their business. The survey questionnaire has been reviewed in collaboration with Solomon Associates. • In addition, the survey sought to understand what respondents believed were the benefits and barriers to adopting digital technologies. • The survey was sent to 8,320 potential PennWell participants. The survey was also sent out through Accenture and Solomon Associates social media platforms. Complete responses were received from 169 individuals (2017 survey was sent to 16,536 potential participants. Complete responses were received from 203 individuals) • The confidence level for the survey is 95% with a margin of error of 7.5% (2017 confidence level for the survey was 95% with a margin of error of 6.8%) RESPONDENTLOCATION 2017 2018 Australia/New Zealand 1.5% 2.9% Africa 7.9% 5.2% Asia Pacific 15.7% 19.2% Europe 11.3% 14.5% Middle East 6.9% 6.4% Russia/Central Asia 2.0% 0.6% Latin America 12.3% 11.6% North America 36.0% 32.6% World 6.4% 7.0% Total 100% 100% RESPONDENTTITLE 2017 2018 C-Level 9.8% 9.9% Senior VP or VP 8.9% 8.1% Managing Director or Director 11.3% 12.8% Mid Level Manager/BU Manager 13.7% 6.4% Business Unit Head 8.9% 8.1% Engineer 28.6% 15.7% Project Manager 7.9% 7.6% Refinery Economist n/a 7.0% Information Technology 1.0% 9.3% Other 9.9% 15.1% Total 100% 100% COMPANY TYPE 2017 2018 Consultant 20.7% 13.7% Contractor 9.9% 9.3% Independent Refining Company 16.7% 27.3% International Oil Company 16.3% 18.0% National Oil Company 31.0% 30.2% Other 5.4% 1.7% Total 100% 100%
  • 5. Copyright © 2018 Accenture. All rights reserved. 36.6%Changing the role of IT 33.7% 27.9% 15.1% 22.1% 16.9% 1.2% Creating new organizational structures/models Creating a steering committee Creating a new C-level position All the above No change/none of the above Other How is your organization addressing the convergence of information technology operational systems (i.e. manufacturing execution systems for your refining operations)? Please select all that apply. CONVERGENCEISAREALITY 5 TREND 1 More than 20% are taking multiple actions to address IT/OT convergence
  • 6. Copyright © 2018 Accenture. All rights reserved. CONVERGENCEISAREALITY 6 TREND 1 explained THE REALITY ANALYSIS THE OPPORTUNITY Oil refining executives are increasingly bringing together their IT and operational agendas by, for example, creating new organizational models, changing the role of IT; as well as setting up steering committees and creating new C-level roles. Digital is a key enabler to help refiners accelerate to their goal of IT/OT convergence by facilitating seamless collaboration to achieve business outcomes and greater future performance. But there is some way to go… Most refiners appear to be acting in some way to address the convergence of information technology operational systems in their refineries, with over 20% taking multiple actions to address the organizational changes required. There is still some way to go however – for example – only 15% of oil companies reported having created a new C-level position so far. Setting these foundations for wider digital transformation is key to the creation of the intelligent refinery.
  • 7. Copyright © 2018 Accenture. All rights reserved. 7 48% rate themselves as mature and semi-mature in digital DIGITALISASDIGITALDOES TREND 2 How mature would you rate your company in terms of the deployment of the following specific digital technologies in your refining operations? Please select one per technology type? 35% 14% 13% 8% 8% Advanced Process Control Tools to improve cybersecurity Updated IT systems to enable other digital capabilities Operations application migration to Cloud infrastructure Advanced data analytics (Top Five – Most Widespread Adoption) Digital maturity in refining has a long way to go. Given the small set of digital technologies being employed to date by refiners, it seems these organizations have rated their maturity levels higher than reality would suggest. 44% rate themselves as mature and semi-mature in digital ~11% mature ~33% semi mature 2017 2018 ~14% mature ~34% semi mature
  • 8. Copyright © 2018 Accenture. All rights reserved. DIGITALISASDIGITALDOES 8 TREND 2 explained THE REALITY ANALYSIS THE OPPORTUNITY In 2018, 48% of refiners rate themselves as mature or semi-mature with regard to digital technology deployment compared to 44% in 2017. Refineries rate themselves as mature with deployment of advanced process control (APC), cybersecurity tools and updated IT systems. Of all the technologies rated most mature by refiners in relation to their core operations, it is no surprise APC is ranked highly as it is long established. However, we see digital as a game changer for improving process control through the use of artificial intelligence, machine learning and more robust data science modelling. No refiners are near to full-scale digital adoption. There is no widespread use of digital technologies and, as yet, little use of more cutting-edge digital technologies. There is opportunity to expand and scale the mix of digital technologies further into refining operations as well as employ a better combination of digital technologies.
  • 9. Copyright © 2018 Accenture. All rights reserved. 6.4% 13.9% 32.6% 12.8% 13.4% 19.8% 1.2% Significant – Over $100 million in total value High – Over $50 million in total value Average – Over $50 million in total value Low – Less than $50 million in total value We do not measure this value Don’t know None Can you quantify in terms of value, how much digital technologies are adding to your business today? REFINERSAREYETTO REALIZEPOTENTIALVALUE 9 TREND 3
  • 10. Copyright © 2018 Accenture. All rights reserved. MOSTREFINERSAREYETTO REALIZEPOTENTIALVALUE 10 TREND 3 Which of the areas in your refining operations are digital technologies having the most positive impact? 56.4% 47.1% 27.9% 22.1% 50.0% 23.8% 18.0% 13.4% 4.1% 4.1%15.1% 3.5% Maintenance and reliability Production planning and scheduling Production execution Health, safety and environment (HSE) Energy management Engineering and capital projects Quality management Trading Hydrocarbon supply chain Non-hydrocarbon supply chain Don’t know Other
  • 11. Copyright © 2018 Accenture. All rights reserved. POTENTIALVALUE 11 TREND 3 explained THE REALITY ANALYSIS THE OPPORTUNITY Almost 60% of refiners are spending more on digital in 2018 which is delivering some impact and value but it is only a fraction of what it could be, with 80% of refiners reporting that digital is adding $50million or less value to their business. Refiners are implementing only a small portion of the digital spectrum and are seeing the most impact from digital in their maintenance and turnaround operations. However, the majority are not realizing the value they could from digital technologies and many are not even measuring digital value. Refiners see the impact of digital in important refining processes with digital having a positive impact on maintenance and operations, and production operations in particular. However there is still significant scope for digital to influence a broader set of refining operations to deliver plant-wide transformational change and release trapped value.
  • 12. Copyright © 2018 Accenture. All rights reserved. LACKOFDIGITALINVESTMENT INCREASESRISK 12 TREND 4 What risks to your business do you see from a lack of investment in digital technologies? (based on top 3 most important risks) Loss of competitive advantage Lack of ability to continue to reduce costs/increase margins Increasing plant reliability issues Lack of agility to react & optimize due to market dynamics Loss of workforce/talent Lack of ability to respond and transition to new energy developments Lack of ability to react to natural disasters Other 67.4% 64% 57.7% 41.9% 24.4% 21.7% 9.3% 1.2%
  • 13. Copyright © 2018 Accenture. All rights reserved. DIGITALINVESTMENTANDRISK 13 TREND 4 explained THE REALITY ANALYSIS THE OPPORTUNITY Change and disruption from digital is accelerating and might outpace a refiner’s ability to compete. Lack of investment can impede their ability to realize the cost savings and margin improvements that digital technologies can bring. Competitiveness, ability to reduce costs and plant uptime are at risk. More investment in digital can bring changes to the cost base and refining operating model and increase the ability of refiners to predict and react to change. This increased agility will be key to cost competitiveness. Investments in digital to deal with greater risks in the increasingly complex oil industry landscape are crucial. Wider digital adoption can be a fundamental defense against industry disrupters as well as a key enabler for further cost reduction and margin improvement.
  • 14. Copyright © 2018 Accenture. All rights reserved. WORKFORCESKILLSARE INCREASINGLYIMPORTANT 14 TREND 5 Which barriers, if any, prevent the successful adoption of digital technologies in your organization? Please select all that apply. 49.8%Cost of digital deployment Lack of clear strategy relating to digital Data security concerns Lack of clear business case Lack of workforce skills and subject matter expertise Resistance to adopt digital solutions Lack of internal ownership Lack of maturity of digital technology Lack of digital delivery capabilities in order to scale 50.0% 38.4% 43.0% 36.0% 37.8% 38.4% 36.1% 24.1% 33.1% 23.2% 29.1% 14.8% 26.7% 21.7% 17.4% 2017 2018 22.2% 33.7% An increase in excess of 50%
  • 15. Copyright © 2018 Accenture. All rights reserved. WORKFORCESKILLSARE INCREASINGLYIMPORTANT 15 TREND 5 explained THE REALITY ANALYSIS THE OPPORTUNITY While cost and strategies relating to digital are cited as the top barriers to wider digital adoption, there was a significant increase in the 2018 survey (compared to 2017) in concerns about relevant digital skills and expertise in refining, which is also impacting digital maturity. While refiners can hire digital talent, it is scarce and expensive. There is potential for this lack of a digital skills base to hold refiners back from creating more intelligent refineries. Reskilling and redeploying employees for digital is crucial. Refining leaders need to address digital skills gaps and redeploy people whose roles are being replaced by automation, and technologies like artificial intelligence. By retraining employees already familiar with their operations, as well as enabling more collaboration between employees and machines, refiners will save time and money on their digital journey and accelerate their route to a more intelligent refinery.
  • 16. Copyright © 2018 Accenture. All rights reserved.Copyright © 2018 Accenture. All rights reserved. 16 If all companies were to invest in AI and human-machine collaboration at the same level as the top performing fifth of companies, they could boost revenues by 38% and lift employment levels by 10% between 2018 and 2022. That equates to an average of $7.5 billion and 5000 jobs for an S&P 500 company.... ACCENTURE – FUTURE WORKFORCE STUDY 2018 Source: https://www.accenture.com/us-en/company-reworking-the-revolution-future-workforce “
  • 17. Copyright © 2018 Accenture. All rights reserved. DIGITALTECHNOLOGIESCANHELPOIL&GAS COMPANIESUNLOCKSIGNIFICANTVALUE 17 CONCLUSION Digital is key to oil companies optimizing cross-value-chain decisions to grow margins. However, digital commercial optimization needs to happen at scale and speed to create competitive advantage. Oil companies also need to combine digital technologies to improve their impact. Reskilling and redeploying the refining workforce is crucial for future competitiveness and achieving transformational value. CURRENT STATE When the correct technologies are combined and implemented at scale digital can deliver significant value and drive additional market capitalization. Refiners are not fully utilizing digital’s potential, and are failing to realize maximum value as a result. From combining technologies, to scaling them and reskilling their workforce to use them, they need to build more rapidly upon the digital foundation they have created to enable a more intelligent refinery. KEY TAKEAWAY 44% ADDITIONAL GAINS IN MARKET CAPITALIZATION FOR OIL COMPANIES Source: Accenture Industry X.0 Survey
  • 18. Copyright © 2018 Accenture. All rights reserved. WHODOWECONTACTFORMORE INFORMATIONABOUTTHESURVEY? 18 The Intelligent Refinery Research FOLLOW US TRACEY COUNTRYMAN Managing Director Global Resources Industry X.0, Accenture conducted on behalf of Accenture by PennEnergy Research in collaboration with Solomon Associates, surveyed refinery professionals worldwide. ANDY COWARD Managing Director Refining Digital Plant - Europe, Accenture tracey.m.countryman@accenture.com andy.coward@accenture.com @AccentureEnergy #digitalenergy Follow us on LinkedIn Explore our Energy Blog