Conference – Paris, March 5 2012:
A view of the European energy markets (Middle East events, Fukushima accident and economic downturn are impacting the energy markets in terms of security of supply and energy mix).
Plus a focus on the French oil & gas market
A review on the state of the European energy market by Colette Lewiner Energy, Utilities and ChemicalGlobal s Leader, Capgemini.
A major hurdle faced by most of the entrepreneurs is lack of access to funding. This session will focus on how to get access to quality funding and funding avenues available to agri-startups. It will discuss the modalities involved in obtaining funding assistance, more specifically, on understanding what a potential investor looks for in an agribusiness venture.
Conference – Paris, March 5 2012:
A view of the European energy markets (Middle East events, Fukushima accident and economic downturn are impacting the energy markets in terms of security of supply and energy mix).
Plus a focus on the French oil & gas market
A review on the state of the European energy market by Colette Lewiner Energy, Utilities and ChemicalGlobal s Leader, Capgemini.
A major hurdle faced by most of the entrepreneurs is lack of access to funding. This session will focus on how to get access to quality funding and funding avenues available to agri-startups. It will discuss the modalities involved in obtaining funding assistance, more specifically, on understanding what a potential investor looks for in an agribusiness venture.
Mobile Payments and Mobile Commerce
# Market overview
# Competitive landscape
# Region analysis
# Value chain
As of September 2012
Sources: Gartner, Euromonitor, Mashable, Arthur D. Little, mobilepaymentstoday.com, Sapient Nitro, internetretailer.com, deltapartnersgroup.com, paymentobserver.com
This presentation highlights the findings and recommendations of IEG's evaluation of the World Bank Group’s support for health, nutrition and population.
For more information contact: emailus@marcusevans.com
Christian Menegatti who is the MD & Head of Global Economic Research at Roubini Global Economics shared her presentation entitled "Bracing for Balance Sheet Repair Mode: Pinpointing Growth Drivers amidst a Global Deleveraging Landscape" at the marcus evans Elite Summit.
Join the November 2014 Summit along with leading European family offices and global asset managers in an intimate environment for a focused discussion of key new drivers shaping wealth management strategies today.
For more information contact: emailus@marcusevans.com
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
Mobile Payments and Mobile Commerce
# Market overview
# Competitive landscape
# Region analysis
# Value chain
As of September 2012
Sources: Gartner, Euromonitor, Mashable, Arthur D. Little, mobilepaymentstoday.com, Sapient Nitro, internetretailer.com, deltapartnersgroup.com, paymentobserver.com
This presentation highlights the findings and recommendations of IEG's evaluation of the World Bank Group’s support for health, nutrition and population.
For more information contact: emailus@marcusevans.com
Christian Menegatti who is the MD & Head of Global Economic Research at Roubini Global Economics shared her presentation entitled "Bracing for Balance Sheet Repair Mode: Pinpointing Growth Drivers amidst a Global Deleveraging Landscape" at the marcus evans Elite Summit.
Join the November 2014 Summit along with leading European family offices and global asset managers in an intimate environment for a focused discussion of key new drivers shaping wealth management strategies today.
For more information contact: emailus@marcusevans.com
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Accelerate your Kubernetes clusters with Varnish Caching
European Energy Outlook
1. European Energy Outlook
Common lessons learned and solutions for the nuclear and oil & gas industries
Colette Lewiner
4th Annual EPiCentre Conference
April 26th, 2012
| Energy, Utilities & Chemicals Global Sector
2. Common lessons learned and solutions for the nuclear and
oil & gas industries
Recent events in the oil & gas industry
The nuclear industry after Fukushima accident
A common point to nuclear and oil & gas industries: assets long lifecycle
Energy mix evolutions
| Energy, Utilities & Chemicals Global Sector
2
3. Global demand for oil has increased in 2011
World oil demand increased in 2011 by 0.88 million
barrels per day (mbpd), i.e. +1.01% (to 87.82 mbpd) World oil demand outlook
compared with 2010 (86.94 mbpd) mbpd mbpd
120.0 120.0
According to the latest OPEC projections*, worldwide
oil consumption is expected to increase by 0.98% in
100.0 110.0 Other transition economies
2012 (to 88.63 mbdp) Russia
OPEC
„000 b/d Quarterly world oil demand growth „000 b/d 80.0 100.0 China
Southeast Asia
South Asia
60.0 90.0
Middle East & Africa
Latin America
OECD Pacific
40.0 80.0
Western Europe
North America
World (right axis)
20.0 70.0
0.0 60.0
2010 2015 2020 2025 2030 2035
Source: World Oil Outlook 2011, OPEC
Source: OPEC Monthly Oil Market Report – March 2012
Primary factors driving demand are economic growth and increased
requirements in the developing world
Libya, Yemen, Syria, Egypt and Iran… political situation may place global
production and transportation at risk
*OPEC: Organization of Petroleum Exporting Countries, Monthly Oil Market Report, March 2012
| Energy, Utilities & Chemicals Global Sector
3
4. The rising political tensions in Iran are particularly worrying
for global oil supply
Crude oil spot – Brent in US dollars and in Euros
After China, the EU is the largest importer of Iranian oil
(about 20%)
In response to the Iran’s nuclear program negotiations failure,
the US and Europe decided sanctions against Iran, who, in
return, threatened to close the Strait of Hormuz:
• Strengthening of the US military presence in the Gulf
• Oil embargo from the EU (due to start in July) which should hit
450,000 to 550,000 barrels a day of Iranian oil exports
But Iran banned crude oil supply to France, the UK and
the EU right away
In addition, Japan, South Korea, Taiwan and India could Source: France inflation
reduce their purchases (up to 250,000 bl/d). In total, between
Average daily oil flow through the Strait of Hormuz (2011)
25% and 35% of Iran‟s oil exports could be impacted
14 crude oil tankers
However, Saudi Arabia is increasing significantly its
production to curb price
Source: Financial Times
Almost 17 million barrels
However, economic slowdown 35% 20%
combined with Saudi Arabia extra-
supply could lead to a market shift of all seaborne of oil traded
traded oil worldwide
| Energy, Utilities & Chemicals Global Sector
4
5. High crude prices open the door to more technological
resources
Break even oil price in 2010 (Internal Rate of Return > 10%)
For the first time in 2011,
average oil prices
Average oil prices
exceeded $100/bl
Brent crude is forecasted at
$117/bl in 2012 and $123/bl
in 2014*
Giant discoveries over
2000-2010 were
concentrated on six themes:
• Grabens and rifts
• Pre-salt carbonates
• Large deltas
• Abrupt margins Source: Focus Gaz, February 17, 2012
• Foothills and mountain
belts
• Unconventional Source: IEA, CERA, Total
Significant resources are yet to be produced but this requires
advanced technology and large scale investments
* Estimation Deutsche Bank, January 2012
| Energy, Utilities & Chemicals Global Sector
5
6. More complex projects and higher environmental challenges,
in high-potential segments
Recent accidents (Macondo, Elgin) are highlighting the need for safer
oil & gas development
| Energy, Utilities & Chemicals Global Sector
6
7. High profile accidents are raising concerns and costs
April 20, 2010 Macondo blowout March 25, 2012 Elgin gas leak
BP‟s Deepwater Horizon wellhead blowout North Sea Elgin platform is operated by Total
Largest accidental marine oil spill in the history of the “A well control problem" occurred on the wellhead
petroleum industry so far platform
11 people killed on the platform and 17 others injured Nearly 240 workers evacuated
Unabated spill for three months: about 4.9 million Leak of 200,000 cubic meters of gas per day and
barrels of crude oil released some 5-9 t/day of condensate into the North Sea
BP has estimated the 85-day spill cost to $40 billion, creating a risk of explosion
including response and compensation The accident is costing around $2.5 million a day in a
BP's share price lost 30% since the accident combination of lost production and containment efforts
Total is trying to set up a “top kill” operation to stop the
gas leak and is also proceeding with a separate plan to
drill two relief wells to divert the flowing gas
Total‟s share price lost 7% immediately after the
accident
Deep offshore oil and gas exploration and production
is a risky business as all industrials activities
| Energy, Utilities & Chemicals Global Sector
7
8. One industry response to Macondo accident – MWCC
MWCC members as of April 2012
Background:
On April 20, 2010, the semi-submersible exploratory offshore rig
Deepwater Horizon exploded after a blowout, killing 11 people and
leaving the Macondo field in the Gulf of Mexico flowing with uncapped oil
of up to 60,000 barrels a day – as a result, all drilling in the Gulf of Mexico
was stopped
Drilling will only resume once companies set up containment plans (both
technological and strategic) to prove that they can respond effectively for additional
companies
a potential future disaster can
become
members
Company Description:
The Marine Well Containment Company (MWCC) is an industry-funded MWCC
consortium committed to improving capabilities for containing a potential
future underwater blowout in the U.S. Gulf of Mexico
The technology (one component pictured) is an advanced, rapid-
response system that will significantly exceed current Gulf response
capabilities
The system will be flexible, adaptable and able to begin mobilization
within 24 hours of a spill, and it would be operational within weeks
While technology is being constructed, the company is also building on
industry lessons learned from the recent Gulf incident and is securing
existing capture equipment for near-term use, should it be needed
Source: MWCC
MWCC is part of multiple industry efforts to improve prevention, well
intervention and spill response
| Energy, Utilities & Chemicals Global Sector
8
9. Marine Well Containment System (2012)
Functionality:
Containment capability of up to 100,000 barrels per day with
potential for expansion - well beyond the size and scope of the
Deepwater Horizon incident
The system will include specially designed subsea and surface
equipment to fully contain the oil with no flow to the sea
A newly designed and fabricated subsea containment assembly
(SCA) will create a permanent connection and seal to prevent oil
from escaping into the ocean
Increasing current well containment capabilities in the Gulf, it will
be compatible with a wide range of well designs and equipment,
oil and natural gas flow rates and weather conditions
| Energy, Utilities & Chemicals Global Sector
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10. Capgemini’s Emergency Preparedness and Response
Assessment offer to MWCC
Capgemini‟s role MWCC / Industry Benefits
Support the launch of MWCC to help launch this new venture
on behalf of ExxonMobil, Shell, Chevron, ConocoPhilips and
BP – this includes: • 50,000 people are back to work in the
Define the business strategy region
Define the long-term financial picture • Unleash > $10,000,000,000 in
Design all Operations & Maintenance processes and delayed investment
procedures around developing, maintaining and deploying • Companies who join MWCC receive
the equipment the containment technology,
Establish the high-level organizational structure, operations, and services for prompt
governance, roles, and responsibilities disaster relief
Establish core back-office capabilities in Finance & • Through this project, we are helping 5
Accounting, HR and IT of the 15 largest companies in the
Set-up the physical business office for Day 1 (functions, world get back to work in one of the
facilities, infrastructure) most critical regions of their business
Support the development of the steady state company
across all functions to be sized according to the scope and
scale of the organization (30-50 people) plus transition
Ultimately, we are building this industry-changing corporation: from devising the corporate
vision and mission with the CEO to procuring coveralls and protective eyewear
| Energy, Utilities & Chemicals Global Sector
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11. 24/7 Logistic & Emergency Response Center for a large oil &
gas operator
Focus areas and key questions to be addressed
Environmental
Key stakeholders in the emergency logistics have usually the
SWRCP associations following set of requirements which influence the setup of the
Logistic and Emergency Response Centre (LERC):
Platform and
processing operations • Stability
Field Operating Centres
• Quality
• Flexibility
• Responsiveness
• Availability
2. To setup an effective and efficient LERC, the following key areas and
3. Response critical questions in relation to the phases in emergency
Preparedness
management (Prevention, Preparedness, Response, Recovery)
have to be addressed:
1. Vision and objectives
̵ The role and objectives of LERC in various LERC operation modes
Logistics Emergency 2. Organisation
Response Centre
̵ Centralised vs. Decentralised position and impact on other
operation centres
1. Prevention 4. Recovery ̵ Resource utilisation in different operation modes
3. Governance
̵ Roles & Responsibilities
̵ Responsibility division between stakeholders and across the
interfaces
4. Process and routines
̵ Operation mode specific process and routines
̵ Process coupling across the stakeholder interfaces
Internal units External suppliers 5. Systems and architecture
̵ Demand on the IT infrastructure and information transparency
| Energy, Utilities & Chemicals Global Sector
12. Common lessons learned and solutions for the nuclear and
oil & gas industries
Recent events in the oil & gas industry
The nuclear industry after Fukushima accident
A common point to nuclear and oil & gas industries: assets long lifecycle
Energy mix evolutions
| Energy, Utilities & Chemicals Global Sector
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13. Fukushima accident first safety lessons learned
The accident First safety lessons learned
Exceptional circumstances: 9.0-magnitude undersea Need to design plant infrastructures for really exceptional
earthquake off the coast of Japan on March 11, 2011 earthquakes and tsunamis
triggering a tsunami that travelled up to 10 km inland. Simultaneous natural catastrophes have to be taken into
Fukushima nuclear plant: 6 boiling water reactors account
(BWR) maintained by TEPCO have been hit by the Spent fuel storage and management policy to be
earthquake and tsunami: rethought
• Reactors 4, 5 and 6 were shut down prior to the earthquake Emergency measures to be revisited
for maintenance.
• Remaining reactors shut down automatically after the Cooling systems redundancy to be re-assessed
earthquake. Grid electricity supply for cooling purposes Radiological permanent control on the site and around
collapsed and then the tsunami flooded the plant, knocking Crisis management and crisis communication to be re-
out emergency generators.
designed
• 20 km radius evacuation around the plant from March 12
Nuclear bodies and governance
Highest rating (level 7) on the International Nuclear
Event Scale. Second level 7 rating in history, following
Chernobyl
However, experts estimate that radiation health effects Nuclear operators need to be prepared for
should be “very minimal” for both the public and beyond-design-basis external events and
workers*
improve emergency preparedness and
communication (to restore public trust in
* Kathryn Higley, professor of radiation health physics in the
nuclear energy)
department of nuclear engineering at Oregon University (US)
and Woods Hole Oceanographic Institution (WHOI, Woods
Hole, Massachusetts, USA)
| Energy, Utilities & Chemicals Global Sector
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14. The safety inspections launched on existing plants should
lead to additional investments
Safety tests aim to assess: Overview of existing nuclear plants and project capacities (as of April 2012)
• Plants’ resistance to simultaneous and exceptional 0 50,000 100,000 150,000 200,000 250,000
catastrophes (flooding and earthquakes) MWe
China
• On site emergency preparedness and information USA
• Radiation protection of people and the environment Russia
India
• And in Japan, change of governance around nuclear Japan
safety questions France
South Korea
The “stress tests” reports released by all 14 EU United Kingdom
nuclearized Member States national nuclear regulators Ukraine
do not require any plant closure Canada
UAE Operable
Outside Europe, nuclear stress tests are also on-going: Saudi Arabia Under construction
• China: 34 reactors passed the safety checks of which 26 Germany
South Africa Planned
are being built. On-going R&D projects to improve Vietnam Proposed
emergency response mechanisms in case of extreme Turkey
disasters (to be completed around 2013). Approval for Sweden
new projects is suspended until the release of a new Spain
Finland
Nuclear Safety Plan (expected by mid-2012). New Czech Republic
projects should resume at a pace of three or four per Brazil
year (slower growth than before Fukushima accident). Switzerland
Source: World Nuclear Association
• US: The nuclear regulator (NRC) stated that “every plant
has the capability to effectively cool down reactor cores
and spent fuel pools following extreme events” The vast majority of new constructions and
• Japan: no closure of nuclear plants is required by existing plants in operation should continue with
central safety authority. However, for local acceptance some delays and more safety focus.
questions, only one reactor out of 54 is still in operation
The IEA* forecasts that nuclear output will rise by
Additional CAPEX and OPEX will push nuclear more than 70% over the period to 2035
electricity costs up. Nevertheless, nuclear energy stays
competitive *IEA: International Energy Agency, World Energy Outlook 2011
| Energy, Utilities & Chemicals Global Sector
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15. Following Fukushima accident, the French nuclear safety
authority has asked for additional safety evaluations
Map of French nuclear reactors The additional safety evaluations were run in a 2 steps approach
The six evaluation
domains asked by
the French nuclear Analysis to take into account events that
may occur beyond the current framework
safety authority: and if needed, implementation of
complementary resources
• Earthquake
• Flooding Re-evaluation of existing
• Cooling supply human and technical 2
resources against the
disruption current framework
• Power supply
disruption 1
• Major accidents
management
• Contractors Source: EDF
management
The safety evaluations concluded that:
• All 58 French reactors are compliant with current
Source: EDF safety levels
• Complementary measures are needed in case of
exceptional and simultaneous natural disasters
| Energy, Utilities & Chemicals Global Sector
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16. EDF decided to strengthen its crisis organization and
associated human and technical resources
Strengthen on-site competencies
Organization and procedures optimization
• Training and learning programs
Nuclear Rapid Action Force
Local resources of crisis management: combination
of national and regional resources
Plug and play cooling and power supply
connection
Local crisis center
• Dedicated premises for crisis management, more robust
and better dimensioned to manage an accident impacting
an entire site for a long period
These measures will increase the already good
safety level of French nuclear reactors
| Energy, Utilities & Chemicals Global Sector
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17. EDF’s Nuclear Rapid Action Force
After Fukushima nuclear accident, EDF decided to set up a special unit (FARN
in French for Force d’Action Rapide Nucléaire) to be deployed to help any
French nuclear power plant site in case of a major nuclear accident:
• Dedicated human and material resources:
• Around 100 EDF “on-call” employees
• Equipment to provide emergency cooling and power supply to prevent core melt
• Operational in less than 24 hours and 24/7
• As a support to complement local teams
• FARN is designed to cope with accidents affecting two reactors at one site
by 2013 and four reactors simultaneously in 2014.
• FARN will comprise one national team and four regional teams based at
EDF's Civaux, Dampierre, Bugey and Paluel sites
• In October 2011, a crisis exercise was held in Cruas-Meysse plant with the
objective to test the warning system and the crisis organization to be deployed
by the public authorities and EDF
• The Emergency Response Task Force is planned to be implemented by
mid-October 2012 (finalized by end 2014)
• EDF estimates a €250 million investment to set up the FARN. Then, the annual
operating budget is forecasted to range between €50 and €100 million.
Capgemini Consulting is supporting EDF in designing
and implementing the Nuclear Rapid Action Force
| Energy, Utilities & Chemicals Global Sector
17
18. Common lessons learned and solutions for the nuclear and
oil & gas industries
Recent events in the oil & gas industry
The nuclear industry after Fukushima accident
A common point to nuclear and oil & gas industries: assets long lifecycle
Energy mix evolutions
| Energy, Utilities & Chemicals Global Sector
18
19. How to manage the long lifecycle of oil & gas platforms and
nuclear plants
4-10 1-7 10-30 ~1
years years years year
Source: Total
Oil exploration and production is a long lifecycle activity
| Energy, Utilities & Chemicals Global Sector
19
20. Nuclear power plant lifecycle spans over 70 years
40-60
year
~1
year
6-7
years
Source: TVO
Asset lifecycle management is a key challenge in both oil
exploration and production and nuclear energy industries
| Energy, Utilities & Chemicals Global Sector
20
21. Nuclear lifetime extension requests will be scrutinized
Overview of the nuclear plants lifetime extension in Europe before the accident
Nuclearized countries SE: Oskarshamn 3 (operating since 1985) FI: Mid 2007, +20 years for Fortum's 2 reactors at Loviisa, (to
uprating is to be finalized by 2013, 2027 and 2030), subject to safety evaluation in 2015 and 2023.
5 extending its lifetime to 60 years (approved TVO's Olkiluoto 1&2 started up in 1978-80; lifetime extended to
Number of reactors in operation in 2010). Plans to uprate Oskarshamn 2 60 years, subject to safety evaluation every decade. Expected
and extend its life to 60 years shutdown in 2039 and 2042
UK: The last 3 Magnox reactors are due to shut down by the
end of 2012, after life extensions of 9 months to 2 years. DE: In September 2010, the government agreed to give 8-year
NL: 2006: Life
5-year extension for Hinkley Point B and Hunterston B (to 2016) licence extensions for reactors built before 1980 (i.e. to 40
extension to 2033 for years), and 14-year extensions for later ones (i.e. to 46 years).
obtained in 2007 and for Hartlepool and Heysham 1 (to 2019) the only plant
obtained in 2010. 4 Operators to pay a “fuel element tax” totaling €2.3 billion/year
(Borssele, 485 MWe) FI for 6 years and an “eco-tax” of about €15 billion.
10-year extension for Dungeness B (to 2018) obtained in 2005.
Plant Lifetime Extension (PLEX) program could enable life NO 10 All these arrangements were thrown into doubt when in March
extension of all other AGR plants by 5 years in average and 2011 the government decided to phase out nuclear energy by
Sizewell B (PWR) by 20 years SE 2022, starting with the immediate shut-down of 8 plants.
EE
BE: October 2009: introduction of a nuclear tax of €250 DK
LV
Source: World Nuclear Association – Capgemini analysis
million/year till the end of lifetime. December 2011: according to IE 18
LT CZ: 2009: +10 years (to 40 years) for the 4
the nuclear safety agency, FANC, the three oldest reactors (Doel Dukovany’s reactors (CEZ) operating since 1985-87).
1&2 and Tihange), would be able to safely continue beyond 2015.
UK 1
But political uncertainty remains: a decision was taken in autumn NL 9 Further extension to 60 years is under consideration
PL
2011 to phase out nuclear progressively between 2015 and 2025. 7 BE DE
LU 6 SK: Upgrade program on the Bohunice units operating
CZ
4 since 1984-85 held from 2005 to 2008 by Slovenské
FR: In July 2009 the Nuclear Safety Authority (ASN) SK
Elektrárne, with a 40-year life extension in view (to 2025)
approved EDF's safety case for 40-year operation of the 34 FR AT
CH HU 4
existing 900 MWe units. 58 5
In July 2010, EDF said that it was assessing the prospect of
SI 1 RO
60-year lifetimes for all its existing reactors. 8 2 HU: The 4 Paks reactors are licensed to 2012-17.
ES IT 20-year life extension submitted. The application
BG
PT for the extension of the operating license of the
ES: 4-year life extension for the Santa Maria de Garona plant to 2013 2 first unit is due to be submitted to the HAEA
obtained in 2009, should be further prolonged. Almarez 1&2 and Vandellos SI/CR: 20-year life before the end of 2011
2 were granted 10-year life extension for (to 2020) in 2010. In February extension (to 2043) GR
2011, the Nuclear Safety Council (CSN) recommended a 10-year requested for Krško
extension for Cofrentes, and did the same for Asco 1&2 in July 2011. In operated by Slovenia BG: Kozloduy 5&6 units are licensed to 2017 and
February 2011, parliament removed a legal provision limiting nuclear plant and Croatia 2019, with plans to extend their life to 50 years
operating lives to 40 years
Since the Fukushima accident, Asco 1&2 in Spain and Fessenheim in France (under
conditions) lifetime extensions have been accepted by the nuclear regulators
| Energy, Utilities & Chemicals Global Sector
21
22. Asset Life Cycle Management: software packages
seamlessly managing construction, operations and
“Engineering
functionalities” “Life Cycle
maintenance
Management
2010 Functions”
Product Life
2000
Cycle
Management
ALM
PLM
“Operation and
Maintenance
Functions”
Content
Project
1990 Management Product Data
Management
PDM EAM
CAD CMMS Maintenance Operation Back Office
EDM functionalities
1980
HR
Finance
| Energy, Utilities & Chemicals Global Sector
22
23. EDF – information system upgrade dedicated to its
nuclear generation fleet maintenance
EDF‟s nuclear reactors maintenance applications upgrade project is called SDIN (Système
d’Information du Nucléaire, i.e. Nuclear IT system) and is defined based on Industry Standards
Solution:
• Corporate Asset Management (EAM) software for plant operation
• Document control software (ECM) for documentation
• Service-oriented architecture (SOA)
• The project aims to integrate these packages within a National Nuclear Information System supporting an
upgraded Engineering and Operation operating model
The project will support improvement in the areas of:
• Nuclear safety and radiation protection
• Availability of the Nuclear Power Plant
• Operating cost management
• Plant lifetime extension beyond 40 years
• EPR New Plant Commissioning and Operation
• The SDIN is also a support for EDF business projects linked to deployment of world operation’s standards
AP913 and AP928
EDF‟s nuclear capacities utilization rate (“kd”) improved from 78% in 2009 to 80.7% in 2011.
EDF targets a kd around 85% by 2015
| Energy, Utilities & Chemicals Global Sector
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24. Business Functions covered by SDIN Project
Business Plant
Model scope Operation
Scope
Radio- Outage
protection Return On Planning
Experience
Business
Tools, Indicators &
Measurements Reports
Operation &
Maintenance
Spare Parts Resources
Catalog &qualifications
Portal
Finance, Documents & CAD tools In Operation Human
Supply Chain system engineering Resources
SDIN
Project scope
Capgemini has built the Enterprise Asset Management system using Ventyx software for the
58 French nuclear reactors. This system is to be deployed progressively in all 19 sites
| Energy, Utilities & Chemicals Global Sector
25. Common lessons learned and solutions for the nuclear and
oil & gas industries
Recent events in the oil & gas industry
The nuclear industry after Fukushima accident
A common point to nuclear and oil & gas industries: assets long lifecycle
Energy mix evolutions
| Energy, Utilities & Chemicals Global Sector
25
26. The gas paradigm is changing
In the new IEA GAS* scenario, gas consumption is increased. Main World primary natural gas demand by
assumptions are: sector and scenario
• China ambitious policy for gas use
• Increased power plants‟ consumption linked to lower nuclear energy
• Sustained low gas price
However, CO2 emissions lead to a high +3.5°C temperature
increase instead of an acceptable +2°C
Global unconventional natural gas resources (tcm)
SE: 1,148
NO: 2,324
PL: 5,236
Source: World Energy Outlook 2011: Golden Age of Gas Report
FR: 5,040
Shale gas changes the gas
perspective:
• It increases the total gas
resources to 250 years of
consumption
• It is widely distributed
• It is cheap ($2/Mbtu in the US)
• It allows to repatriate gas
consuming industries as
Largest EU technically recoverable
FR: 5,040
shale gas resources (bcm) chemicals and to fight against
Source: EIA
deindustrialization
* GAS: Golden Age of Gas, IEA WEO 2011
| Energy, Utilities & Chemicals Global Sector
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27. Renewable energies have continued their quick development.
For how long?
As of May 2011, 10% of the European Growth rate of renewable energy sources
generation plants under construction 110% 2008
Solar PV Top 3 countries ranked by:
are from renewable energy sources (vs. Capacity Growth (abs.) Growth (%)
100% Capacity installed* Growth** (absolute)
7% in 2009) DE DE SK
1. DE 1. SK
In 2011, despite a drop of the new EU 90%
2005
IT CZ FR
2. ES 2. FR
CZ FR SI
wind installed capacity due to the 3. IT 3. SI
financial crisis and tougher regulations, 80% 2010
* Volume for wind, small hydro, geothermal and solar PV
wind power covered over 5% of EU‟s
in MW and for biogas and biomass in TWh
** Relative growth additionally displayed for solar PV and
70% wind
consumption (172 TWh)
Many governments have or are launching
Growth (%)
60%
2007 2009
large offshore wind programs
• September 2010: 300 MW offshore wind 50%
2006
farm inaugurated in the UK Wind
40%
• France: part of the 3,000 MW tender Capacity Growth (abs.) Growth (%)
awarded to 2 consortiums in April 2012 30%
DE ES RO
(one led by EDF for 1,400 MW and one ES DE BG
IT FR PL
led by Iberdrola for 500 MW) 20% 2005 2006
2008 2009
• North Sea: 400 MW (Germany) and 325
2007
2010
+ Biomass
MW (Belgium) under construction 10% 2009
DE PL
• Nuclear phase out in Germany should FI SE
0%
boost wind power but creates issues on 0 10 20 30 40 50 60 70 SE 80 NL 90 100 110 120 130 140 150
the grid
Electricity production (TWh)
Despite the solar PV growth in 2011 Source: Eur’Observer barometers – Capgemini analysis, EEMO13
globally (+44%), many solar companies
went bust because of China competition A stable governmental policy is key for renewables
In 2011, renewable energy investment
development. The eurozone sovereign debt issues should
rose 5% to US$260 billion* globally lead to subsidies decreases and threaten the EU 2020
(solar energy: +36%) Finance
*Bloomberg New Energy
objective achievement
| Energy, Utilities & Chemicals Global Sector
27
28. Energy mix should evolve to more gas and renewables
2010 and 2025 electricity mix (as of June 2011)
100%
90%
80%
Source: ENTSO-E – Capgemini analysis and estimations, EEMO13
70%
Solar + Biomass
Wind
60% Hydro
Other f ossil
Gas
50%
Lignite + Coal
Nuclear
40%
2010 mix: lef t-
hand side bar
30%
2025 mix: right-
hand side bar
20%
10%
0%
BE BG CH CZ DE ES FI FR UK HU IT LT NL PL RO SE SI SK
The energy mix evolution could result in:
• Higher costs (renewables development)
• Higher temperature increase (more fossil fuels)
• Lower energy independency
| Energy, Utilities & Chemicals Global Sector
28
29. About Capgemini
With around 120,000 people in 40 countries, Capgemini is one of the world's foremost providers of
consulting, technology and outsourcing services. The Group reported 2011 global revenues of EUR 9.7
billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit
their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative
Business ExperienceTM, and draws on Rightshore ®, its worldwide delivery model.
With EUR 670 million revenue in 2011 and 8,400 dedicated consultants engaged in Utilities projects
across Europe, North & South America and Asia Pacific, Capgemini's Global Utilities Sector serves the
business consulting and information technology needs of many of the world’s largest players of this
industry.
More information is available at www.capgemini.com/energy.
Rightshore® is a trademark belonging to Capgemini
| Energy, Utilities & Chemicals Global Sector
Rightshore® is a trademark belonging to Capgemini
29