• THINKING ABOUT THE FUTURE • Given the high stakes and uncertainty surrounding the future, there is an urgent need for structured ways of thinking about how the future may unfold. The next 25 years will be full of surprises. Strategic Foresight can help us better prepare for, and even anticipate, those surprises.

1. Abiliti: Thinking about the Future of Energy….. Graham HarrisSAP Agile Academy Director @ Abiliti Nigel Tebbutt 奈杰尔 泰巴德 Future Business Models & Emerging Technologies @ Abiliti Andrew Turner Founder and CEO @ Navitas Insight Smart Cities of the FutureIntroduction Programme ID: ABILITI nnnnn Status: Draft Abiliti: Strategic Enterprise Management Framework

3. Futures Studies • Strategic Foresight • Innonative Concepts • Digital Oilfield Strategy •

6. Hazardous and Remote Operations • C-level, SME and TDA Forums •

7. Hydrocarbon Planning and Petroleum Portfolio Management Workshops •

8. Smart Devices • Smart Grid • Cloud Computing • Special Interest Groups •

9. Corporate Responsibility Conferences • Digital Oilfield of the Future Conventions •

11. Abiliti:Digital Oil Fields of the Future Petroleum Reservoir Simulation and Exploitation Final Abiliti::Strategic Enterprise Management (SEM) Framework ©

12. ENERGY, OIL and GAS BUSINESS DOMAINS

13. Petroleum Reservoir Simulation and Exploitation Petroleum Reservoir depletion may take place over periods up to and exceeding 30 years….. Reservoir Exploitation Economic Modelling and Price Curves Forecast Demand, Supply and Reserves Oil & Gas Production Cost Engineering Geological Science and Petrology Transient Well Logging Open Hole Logging Production Logging Subsurface Reservoir Geology Exploration Geophysics Reservoir Mapping Reservoir Modelling Heavy Oil Technology Enhanced Oil and Gas Recovery Water flooding Reservoir Analysis Recovery Prediction Injection Design Gas displacement Reservoir Analysis Recovery Prediction Injection Design Reservoir Simulation The Grid System The Well Model Conservation Equations Geological Mapping and Analysis Well Log Data and Spatial Analysis Sub-surface Modelling Reservoir Modelling Typological Characterization Synclines and Anticlines Aquifers and Salt Domes Model Initialization Baseline Data and Prediction Runs History Matching and Model Tuning Exploitation Modelling Depletion Options Extraction Rates Recovery Extents Enhanced Recovery Techniques Water Injection Gas Injection Typical Petroleum Recovery was 35% until Enhanced Recovery Techniques drove up to and over 65%…..

14. Energy Future Management For a leading Energy Oil and Gas services conglomerate, Abiliti have architected and designed Forecast Demand, SupplyandCost / Price Models Physical Modelling - GIS Mapping, Spatial Analysis, Sub-surface Modelling, Reservoir Analysis, Reserve Estimation, Production Simulation, Economic Modelling - Monte Carlo Simulation, Scenario Analysis, Modelling and Forecasting, Commodity Price Curves Model Design & Base-line Data - Initialisation, History Matching, Tuning and Prediction runs. This involved running Workshops in which the Physical (Commodity / Reservoir Exploitation) and Economic (Forecast Demand, Supply and Cost / Price) Models were envisioned, discovered, elaborated, scoped, architected and designed using very large scale GIS Mapping and Spatial Analysis (sub-surface modelling) and Data Warehouse Structures containing both Historic (up to 20 years daily closing prices for LPG and all grades of crude) and Future values (daily forecast and weekly projected price curve details, monthly and quarterly movement predictions, and so on for up to 20 years into the future yielding a 40-year timeline - with trends summary, outline movements and highlights) - using Monte Carlo Simulation, Pattern and Trend Analysis (Economic Growth and Recession / Depression shapes with Commodity Price Curves). Scenario Planning and Forecasting with Source and Application of Funds using Cash Flow Analysis integrated with decision support, risk management and treasury management systems (SunGard Quantum with SAP SEM, EPM and Treasury modules)

15. Petroleum Reservoir Modelling and Simulation

16. Petroleum Reservoir Modelling and Simulation

17. Abiliti Thinking about the Future….. Abiliti: Graham HarrisSAP Agile Academy Director @ Abiliti Nigel Tebbutt 奈杰尔 泰巴德 Future Business Models & Emerging Technologies @ Abiliti Andrew Turner Founder and CEO @ Navitas Insight Abiliti: Strategic Enterprise Management Framework

18. Abiliti:Thinking about the Future Framework Professors Peter Bishop and Andy Hines at the University of Texas in Houston - Futures Studies School at the Clear Lake site have developed a definitive Strategic Foresight Framework - “Thinking About the Future”….. Abiliti::Strategic Enterprise Management (SEM) Framework ©

19. Thinking about the Future THINKING ABOUT THE FUTURE The way that we think about the future must mirror how the future actually unfolds. As we have all learned from recent experience, the future is not a simple extrapolation of linear, single-domain trends. We now have to consider ways in which the possibility of random, chaotic and radically disruptive events may be factored into enterprise strategy development, threat assessment and risk management frameworks and incorporated into enterprise decision-making structures and processes. Managers and organisations often aim to “stay focused” and maintain a narrow perspective in dealing with key business issues, challenges and targets. A concentration of focus may risk overlooking those Weak Signals indicating potential issues and events, agents and catalysts of change. These Weak Signals – along with their resultant Wild Cards, Black Swan Events and global transformations - are even now taking shape at the very periphery of corporate awareness, perception and vision – or even just beyond These agents of change may precipitate global impact-level events which either threaten the very survival of the organisation - or present novel and unexpected opportunities for expansion and growth. The ability to include weak signals and peripheral vision into the strategy and planning process may therefore be critical in contributing towards the organisation's continued growth, success, well being and survival.

20. THINKING ABOUT THE FUTURE FRAMEWORK Professors Peter Bishop and Andy Hines at the University of Texas in Houston - Futures Studies School at the Clear Lake site have developed a definitive Strategic Foresight Framework - “Thinking About the Future”….. FRAMING AND SCOPING: • This important first step enables organizations to define the focus, scope and boundaries of the Political, Legal, Economic, Cultural, Business and Technology problem / opportunity domains requiring resolution. Taking time at the outset of a project, the Strategic Foresight Team defines the Strategy study domain, outlines desired outcomes, goals and objectives and determines how best to address them. • ENGAGING • This phase is about stakeholder management - developing action agendas for mobilising stakeholders and opening communications channels, soliciting collaborative participation and input. This may involve staging a wide range of Stakeholder Events , organising Strategy Communications, Target-setting and Action Planning, establishing mechanisms for reporting achievement against targets - so that the Strategic Foresight Team engage a wide range of stakeholders, presents a future-oriented, customer-focussed approach and enables the efficient delivery of Study artefacts and benefits in planned and managed work streams. . •

21. THINKING ABOUT THE FUTURE FRAMEWORK RESEARCH – HORIZON SCANNING, MONITORING AND TRACKING: • Once the Strategic Foresight Team is clear about the engagement boundaries, purpose, focus, problem / opportunity domains and scope of a Strategy Study - it can begin to scan the internal and external environments for relevant inputs - emerging and developing factors and catalysts of change, extrapolations, patterns and trends, information, content and data – to seek out and identify Weak Signals indicating the potential for disruptive Wild Card or Black Swan events. • STRATEGY DISCOVERY – STAKEHOLDER EVENTS & STRATEGY THEMES • Here we begin to identify and extract useful information from the mass of Research Content that we have collected. Critical Success Factors, Strategy Themes and Value Propositions begin to emerge from Data Set “mashing”, Data Mining and Analytics against the massed Research Data – supplemented via the human process of Cognitive Filtering and Intuitive Assimilation of selected information - through Discovery Workshops, Strategy Theme Forums, Value Chain Seminars, Special Interest Group Events and one-to-one Key Stakeholder Interviews. •

22. THINKING ABOUT THE FUTURE FRAMEWORK STRATEGIC RISK MANAGEMENT. • The underlying premise of Strategic Risk Management is that every enterprise exists to provide value for its stakeholders. All entities face uncertainty and the possibility of chaos and disruption. Risk Management is the evaluation of uncertainty. The challenge is to determine how much risk we are able to accept as we strive to grow stakeholder value. Uncertainty presents both opportunity and risk with the possibility of either erosion or enhancement of value. Strategic Foresight enables stakeholders to effectively deal with uncertainty and associated risk and opportunity - thus enhancing capability to build value. • THREAT ANALYSIS • In most organizations, many stakeholders, if unchallenged, tend to believe that threat scenarios - as discovered in various SWOT / PEST Analyses - are going to play out pretty much the same way as they have always done so in the past. When the Strategic Foresight Team probes an organization’s view of the future, they usually discover an array of unexamined, unexplained assumptions tending to either maintain the current status quo – or converging around discrete clusters of small, linear, incremental future changes •

23. Strategic Risk Management Systemic Risk(external threats) Political Risk – Political Science, Futures Studies and Strategic Foresight Economic Risk – Fiscal Policy, Economic Analysis, Modelling and Forecasting Wild Card Events – Horizon Scanning, Tracking and Monitoring – Weak Signals Black Swan Events – Scenario Planning & Impact Analysis – Future Management Market Risk(macro-economic threats) Equity Risk – Traded Instrument Product Analysis and Financial Management Currency Risk – FX Curves and Forecasting Commodity Risk – Price Curves and Forecasting Interest Rate Risk – Interest Rate Curves and Forecasting Trade Risk(micro-economic threats) Credit Risk – Debtor Analysis and Management Liquidity Risk – Solvency Analysis and Management Insurance Risk – Underwriting Due Diligence and Compliance Counter-Party Risk – Counter-Party Analysis and Management

24. Strategic Risk Management Operational Risk(internal threats) Legal Risk – Contractual Due Diligence and Compliance Statutory Risk – Legislative Due Diligence and Compliance Regulatory Risk – Regulatory Due Diligence and Compliance Competitor Risk – Competitor Analysis, Defection Detection / Churn Management Reputational Risk – Internet Content Scanning, Intervention / Threat Management Corporate Responsibility – Enterprise Governance, Reporting and Controls Digital Communications and Technology Risk Security Risk – Security Principles, Policies and Architecture Process Risk – Business Strategy and Architecture Information Risk – Information Strategy and Architecture Technology Risk – Technology Strategy and Architecture Stakeholder Risk – Benefits Realisation Strategy and Communications Management Vendor / 3rd Party Risk – Strategic Vendor Analysis and Supply Chain Management

25. THINKING ABOUT THE FUTURE FRAMEWORK STRATEGIC FORESIGHT • The prime activity in the Strategic Foresight Process is, therefore, to challenge the status quo viewpoint and provoke the organisation into thinking seriously about the possibility that things may not continue as they always have done - and in fact, rarely do so. Strategic Foresight processes should include searching for and identifying potential Weak Signals predicating future Wild Card and Black Swan events – in doing so, revealing previously hidden factors and catalysts of change - thus exposing a wider range of challenges, issues, problems, threats, opportunities and risks than may have been considered previously. • Strategic Foresight - is the ability to create and maintain a detailed, functional, coherent and high-quality forward view of future conditions - and to use the insights arising in useful organisational ways. For example to detect adverse conditions, guide policy, shape strategy, and to explore new markets, products and services. It represents a fusion of futures methods with those of strategic management.

26. THINKING ABOUT THE FUTURE FRAMEWORK SCENARIO FORECASTING • Scenarios are stories about how the future may unfold – and how that future will impact on the way that we work and do business with our business partners, customers and suppliers. The Strategy Study considers a broad spectrum of possible scenarios as the only sure-fire way to develop robust strategic responses that will securely position the Strategic Foresight Programme to deal with every opportunity and threat domain that may transpire. The discovery of multiple scenarios and their associated opportunity / threat impact assessments, along with their probability of materialising – covers a wide range of possible and probable Opportunity / Threat situations and describing a wide range of POSSIBLE, PROBABLE and ALTERNATIVE FUTURES • Scenario Forecasting – Given the high stakes and uncertainty surrounding the future over the next 30 years - there is a need for structured ways of thinking about how the future may unfold. The next 30 years will be full of surprises. Future Scenarios can help us better understand, prepare for and manage these surprises – and perhaps even anticipate those surprises before they arrive. Scenario Filtering – The process of assessing possible, probable and alternative futures is achieved by filtering scenarios for further examination by discounting isolated outliers and focusing upon those closely clustered probable scenarios with future conditions which conform, to a greater or lesser extent, with our preferred options. Probable scenarios with future conditions that best fit our descriptions of our desired future outcomes may be selected - as those scenarios are most likely to support our ideal strategic goals and objectives. They can then be treated to a more rigorous analysis and interpretation.

27. THINKING ABOUT THE FUTURE FRAMEWORK STRATEGY VISIONING, FORMULATION AND DEVELOPMENT • After forecasting has laid out a range of potential Future Scenarios, visioning comes into play - generating a pragmatic view of our “preferred” Future Environment - thus starting to suggest stretch goals for moving towards our “ideal” Strategy Models - using the Strategic Principles and Policies to drive out the “desired” Vision, Missions, Outcomes, Goals and Objectives • Rational Futurism – Future outcomes, goals and objectives are defined via Strategic Visioning and may contain both Utopian and Dystopian elements - so that the future is both realistic and achievable. Desired outcomes may thus be realised via scenarios which tend to favour, encourage or nurture our preferred future conditions – and so act to support our desired outcomes and thus realise our ideal future. Strategic Positivism – Articulating a single, preferred vision of the future. The future is positive and deterministic in nature - thus future outcomes may be defined by design, planning and management. Our preferred future conditions may be created by positive, interventionist and deterministic Strategic Future Management - and so desired outcomes will tend to comply with our vision of an ideal future. .

28. THINKING ABOUT THE FUTURE FRAMEWORK PLANNING = the bridge between the VISION and the ACTION – the “ACTION LINK”. .• Here, the Strategy team transforms the desired Vision, Missions, Outcomes, Goals and Objectives into the Strategic Master Plan, Enterprise Landscape Models, Strategic Roadmaps and Transition Plans for organisational readiness and mobilisation – maintaining Strategic Foresight mechanisms (Horizon Scanning, Monitoring and Tracking) to preserve the capability to quickly respond to fluctuations in internal and external environments • ACTING • This penultimate phase is about communicating results and developing action agendas for mobilising strategy delivery – thus launching Business Programmes that will drive forwards to the realisation of Strategic Master Plans and Future Business Models via Business Transformation, Enterprise Portfolio Management, Technology Refreshment and Service Management - through Cultural Change, innovative multi-tier and collaborative Business Operating Models, Emerging Technologies (Smart Devices, the Smart Grid and Cloud Services) Business Process Re-engineering and Process Outsource - Onshore / Offshore. •

29. THINKING ABOUT THE FUTURE FRAMEWORK REVIEWING • In this final phase, we focus on Key Lessons Learned and maintaining the flow of useful information from the Strategic Foresight mechanisms and infrastructure – in order to support an ongoing lean and agile capability to continually and successfully respond to the volatile and dynamic internal and external environment - by delivering Futures Studies, Strategy Reviews, Business Planning and long-range Forecasting. We also begin to prepare for the next round of the Strategy Cycle, staring again with Phase 1 – Framing and Scoping. Peter Bishop and Andy Hines – University of Houston

30. Outsights: -"21 Drivers for the 21st Century" Scenarios are specially constructed stories about the future - each one portraying a distinct, challenging and plausible world in which we might one day live and work -and for which we need to anticipate, plan and prepare.

31. Outsights "21 Drivers for the 21st Century" Scenarios are specially constructed stories about the future - each one portraying a distinct, challenging and plausible world in which we might one day live and work -and for which we need to anticipate, plan and prepare. The Outsights Technique emphasises collaborative scenario building with internal clients and stakeholders. Embedding a new way of thinking about the future in the organisation is essential if full value is to be achieved – a fundamental principle of the “enabling, not dictating” approach The Outsights Technique promotes the development and execution of purposeful action plans so that the valuable learning experience from “outside-in” scenario planning enables building profitable business change. The Outsights Technique develops scenarios at the geographical level; at the business segment, unit and product level, and for specific threats, risks and challenges facing organisations. Scenarios add value to organisations in many ways: - future management, business strategy, managing change, managing risk and communicating strategy initiatives throughout every enterprise and organisation.

32. Outsights "21 Drivers for the 21st Century" War, terrorism and insecurity Layers of power Economic and financial stability BRICs and emerging powers • Brazil • Russia • India • China The Five Flows of Globalisation • Ideas • Goods • People • Capital • Services Intellectual Property and Knowledge Health, Wealth and Wellbeing Demographics, Ethnographics and Social Anthropology Population Drift, Migration & Mobility Trust and Reputation Human Values and Beliefs History, Culture and Human Identity Consumerism and the rise of the Middle Classes Communications, Networks and Social Connectivity Space - the final frontier • The Cosmology Revolution Science and Technology Futures •The Nano Revolution • The Quantum Revolution • The Information Revolution • The Bio-Technology Revolution • The Energy Revolution • Tar Sands • Oil Shale • Methane Hydrate • Nuclear Fusion • Science and Society - Social Impact of Technology Natural Resources – scarcity, availability and control Climate Change •Global Massive Change – Climate Revolution Environmental Degradation & Extinction Urbanisation

33. FIVE VISIONS OF THE FUTURE – THE ELTVILLE MODEL There are five viewpoints, lenses or paradigms from which we may understand how the future may unfold: - 1). GOAL ANALYSTS 2). EXTRAPOLATION - TREND & PATTERN ANALYSTS 3). EVOLUTIONISTS 4). STRATEGIC POSITIVISTS 5). RATIONAL FUTURISTS

34. Five Visions Of The Future – The Eltville Model There are five viewpoints, lenses or paradigms – from which we may understand how the shape of the future might unfold: – GOAL ANALYSTS –Goal Analysts believe that the future will be governed by the orchestrated vision, beliefs, goals and objectives of various influential, well connected, integrated and highly coordinated individuals – and realised through the plans and actions of global and influential organizations, institutions and groups to which they belong. The shape of the future may thus be discerned by analysis and interpretation of the policies, behaviours and actions of such individuals and of those groups to which they subscribe and belong. The Preferred Future – Vision: - Goal Analysis Value Models and Roadmaps Political Science and Policy Studies Religious Studies and Future Beliefs Peace and Conflict Studies, Military Science Leadership Studies and Stakeholder Analysis

35. Five Visions Of The Future – The Eltville Model EXTRAPOLATION – TREND and PATTERN ANALYSTS– believe that the past is the key to the future. The future is thus a logical continuation, extension and extrapolation of past historic patterns, cycles and trends. As the future develops and unfolds it does so as a continuum of time past, time present and time future – so eternally perpetuating the unfolding, extension, replication and preservation of those historic cycles, patterns and trends that have shaped and influenced actions and events throughout time….. The Probable Future – Assumptions: - Patent and Content Analysis Causal Layer Analysis (CLA) Fisher-Pry and Gompertz Analysis Pattern Analysis and Extrapolation Technology and Precursor Trend Analysis Morphological Matrices and Analogy Analysis

36. Five Visions Of The Future – The Eltville Model EVOLUTIONISTS – Global Evolutionists believe that the earth and society behave as a self-regulating collection of interactive forces and systems. Global climatic, geological, biosphere, anthropologic and geo-political systems dominate at the macro-level – and at the micro-level local weather, ecology, environmental, social and economic sub-systems prevail. The future will evolve from a series of actions and events which emerge, unfold and develop – and then plateau, decline and collapse. These actions and events are essentially natural responses to human impact on ecological and environmental support systems - creating massive global change through population growth, environmental degradation and scarcity of natural resources. Over the long term, global stability and sustainability of those systems will be preserved – at the expense of world-wide human population levels. The Creatable Future – Opportunities: - Evolution - Opportunities and Adaptation Geological Cycles and Biological Systems Social Anthropology and Human Behaviour Global Massive Change and Human Impact Climatic Studies and Environmental Science Population Curves and Growth Limit Analysis

37. Five Visions Of The Future – The Eltville Model STRATEGIC POSITIVISTS– Future outcomes, goals and objectives are determined via Strategic Foresight and defined by design, planning and future management – so that the future becomes realistic and achievable. The future may develop and unfold so as to comply with our positive vision of an ideal future – and thus fulfil all of our desired outcomes, goals and objectives – so that our preferred options may ultimately be realised. The Planned Future – Strategy: - Linear Systems and Game Theory Scenario Planning and Impact Analysis Future Landscape Modelling and Terrain Mapping Threat Assessment and Risk Management Economic Modelling and Financial Analysis Strategic Foresight and Future Management

38. Five Visions Of The Future – The Eltville Model RATIONAL FUTURISTS –Rational Futurists believe that the future is, to a large extent, both unknown and unknowable. Reality is non-liner – that is, chaotic – and therefore it is impossible to predict the future. With chaos comes the potential for disruption. Possible and Alternative Futures emerge from the interaction of chaos and uncertainty with the interplay of current trends and emerging factors of change. Probable future outcomes and events may be synthesised and implied via an intuitive assimilation and cognitive filtering of Weak Signals, inexorable trends, random and chaotic actions and disruptive Wild Card and Black Swan events. Just as the future remains uncertain, indeterminate and unpredictable, so it will be volatile and enigmatic – and will be amazing..... The Amazing Future – Surprises: - Disruptive Futurism Weak Signals and Wild Cards Complex Systems and Chaos Theory Horizon Scanning, Monitoring and Tracking Cognitive Filtering and Intuitive Assimilation Nominal Group Conferences and Delphi Surveys

39. Thinking About the Future of Energy – How Different Will Tomorrow Be? Graham HarrisSAP Agile Academy Director @ Abiliti Nigel Tebbutt 奈杰尔 泰巴德 Future Business Models & Emerging Technologies @ Abiliti Abiliti: Strategic Enterprise Management Framework

40. Abiliti:Thinking About the Future of Energy – How Different Will Tomorrow Be? Cambridge Energy Research Associates (CERA) recently completed a study entitled “Dawn of a New Age - The Future Energy Timeline to 2030”: which presents three possible, probable and alternative long-term energy scenarios Abiliti::Strategic Enterprise Management (SEM) Framework ©

41. Thinking About the Future of Energy The energy industry has one of the longest timelines of any business sector. Decisions are being made today for oil or natural gas fields that will only begin to flow fifteen years from now. A power plant approved tomorrow may be operating for more than half a century. Increasingly, the cost of many major capital investment decisions will be measured not in the hundreds of millions, but billions, of dollars. Investors, in the meantime, have to decide where to put their bets on technologies that will take many years to develop and mature. Inevitably, much will change over those time frames. Unexpected geopolitical clashes will disrupt markets. Economic performance will be surprising. Technology will bring in new energy sources and change the competitive playing field. Governments will undoubtedly change their minds on the balance between laisez-faire market forces on the one hand, and regulation and state ownership on the other - and flip between extremes more than once. Today, the outlook for regulation of carbon emissions creates another layer of uncertainty. There could be strong pressure to change the fuel choices in the face of tighter carbon regulations. Or the international community may fail to agree on effective carbon controls, and regulations could be limited or not effectively enforced. There will certainly be much debate as to whether to rely on markets or on regulation to meet climate change goals.

42. Thinking About the Future of Energy How to make decisions in the face of such uncertainty? “Scenario Planning and Impact Analysis” can play a very useful role. A disciplined process of scenario development provides a framework for managing the possibility of chaos, disruption and uncertainty. These are not forecasts or extrapolations. Rather, they are logical “stories” about alternative futures that force one to think about the “what-ifs,” the surprises and the range of uncertainties. Think of them as thought experiments, but grounded in wide-ranging research and analysis. Our energy scenarios combine structured narratives of how the larger world could evolve in the future with detailed energy market modeling. Yes, they are thought experiments, but the objective is to help people to think systematically about trends and the potential for changes, ruptures and discontinuities. Scenarios, of course, can be used for any industry or for public policy. Cambridge Energy Research Associates (CERA) recently completed a study entitled “Dawn of a New Age - The Future Energy Timeline to 2030”: which presents three possible, probable and alternative long-term energy scenarios. The objective of the study is to clarify the risks and choices ahead. Each of the scenarios examines an important strategic question about how the world may unfold over the next 25 years and what this means for energy markets (see CERA’sDawn of a New Age Scenarios in Brief).

43. Scenario Planning and Impact Analysis Abiliti

44. Price Index Inflation Abiliti

45. Scenario 1- The Asian Phoenix SCENARIO 1 - What happens if the BRICS - Brazil, Russia, China and India – along with other countries in Asia Pacific continue to grow at their current rate? The Asian Phoenix Scenario examines the implications of a possible scenario for energy markets of such a transformed world. In this scenario, Asia reaches 54 percent of world GDP in 2030 and grows from its current 29 percent of world energy consumption to 42 percent. Continued strong economic growth in Asia pushes oil consumption to new highs. Tight markets keep prices well above the last 25 year average price per barrel. One outcome is that the international rivalry and competition for access to oil and gas resources not only grows but involves new players. “Eastern oil companies” emerge to compete with the traditional Western companies, especially in new regions of supply such as Central Asia and Africa. Another result, perhaps surprising to some, is that coal consumption will grow substantially, particularly in China and India. Coal powers these nations to new global standing but it also will become, if without mitigation, an increasing source of geopolitical tension as climate concerns mount.

46. Scenario 2 – Oil Price Break Point SCENARIO 2 - What would happen if oil prices move well above $100 price per barrel as experienced a few years ago? Could oil and gas lose its current totally dominant position in the energy sector? These are the questions that the Oil Price Break Point Scenario explores in the most probable scenario - a world in which oil breaks through the $100 per barrel barrier for a sustained period of time. In this scenario, it is not shortage of oil and gas resources as reserves above ground - nor accessible / exploitable hydrocarbon reservoirs below ground that pushes prices up - but rather global geopolitical events. This scenario demonstrates how ultra-high oil prices and global energy insecurity could unleash the second collapse in a double-dip depression - with a mix of policy and price responses along with enhanced technology innovation that would propel the worlds major industrial economies to begin finally to break away from the current massive dependency on hydrocarbon energy sources. In this scenario, one result of government and industry action, and new entrants in the energy business, is that by 2020, oil no longer has a monopoly grip on the transportation sector. Other liquid fuels derived from bio-fuels, kerogen oil shale, oil tar sands, coal-to-liquids, gas-to-liquids and even solid-to-gas (methane hydrate) technologies jostle for commercial feasibility and market share. Plug-in hybrid sources may also begin to win market share in such a high-cost energy future,

47. Scenario 2 – Oil Price Break Point SCENARIO 2 - Another outcome of high energy prices explored in detail within the Oil Price Break Point Scenario is progress toward reducing carbon emissions. National security concerns associated with high oil prices work hand-in-hand with concern over climate change (see “The Aspen Group Declaration of Energy Independence”). Dessertec is investing in a massive Photo-voltaic array the size of Wales – deep in the heart of the Sahara Dessert. The European Union is planning a European Super-grid to transmit this energy to consumers. In the UK, there are advanced plans for an Off-shore Grid to service Wind and Wave power generation farms springing up across the North Sea . The result is that across the U.S., Europe, Japan and even the BRICS - Brazil, Russia, China and India - new energy policies are embraced that expand investment in renewable energy, nuclear and emerging carbon capture and storage technologies. The high oil price scenario also creates strong incentives to improve global energy efficiency. A feature of the Oil Price Break Point Scenario is that Global Energy Intensity (the amount of energy required to produce a unit of GDP) in 2030 is reduced by 32 percent in comparison with the 2005 baseline figure.

48. Scenario 3– Geo-political Fissures SCENARIO 3 - What would happen if public support for globalization around the world wanes and economic insecurity leads to increased nationalism, isolationism and protectionism? That is the question at the heart of the Global Geo-political Fissures Scenario - which suggests that energy markets could evolve in an entirely different direction in this alternative scenario. Diminished economic growth would cause oil prices to tumble back into the sub $50 range. In this scenario, governments assert more control over the energy sector. The trend in the electric power industry in many countries is to move away from competition and toward corporate responsibility with social mandates and more regulatory intervention-in some cases, even the nationalization of assets. Daniel Yergin, chairman of CERA, received the Pulitzer Prize for “The Prize: The Epic Quest for Oil, Money & Power” and the United States Energy Award for lifelong achievements in energy and the promotion of international understanding. Visit CERA at http://cera.ecnext.com.

49. Scenario 4– Geo-political Collapse SCENARIO 4 -- Over the next ten years - the cost of energy of all types rises gently above the rate of inflation. Energy Prices then begin to become more unstable, oscillating wildly between High Price / Low Demand and Low Price / High Demand - until the price of energy becomes so unpredictable that Energy Commodities become untradeable. In the Global Geo-political Collapse Scenario - societies around the world plateau, decline and then collapse due to energy shortages. Industrial nations all turn towards self-sufficiency based on “localisation” economic strategies and solutions. Those societies with access to sustainable natural resources - clean water, good soil, temperate climates, maintainable agriculture, and sufficient sources of renewable energy – are alone in maintaining any semblance of an industrial economy.- and retaining a level of civilization that we would recognize today Doug Blair - Carnegie Mellon University Given the high stakes and uncertainty surrounding the future of energy, there is a need for structured ways of thinking about how the future may unfold. The next 25 years will be full of surprises. Future Scenarios can help us better prepare for these surprises - perhaps even anticipate those surprises before they arrive.

50. Abiliti Agile SAP Implementation Abiliti: Graham HarrisLean / Agile Academy Director @ Abiliti Nigel Tebbutt 奈杰尔 泰巴德 Future Business Models & Emerging Technologies @ Abiliti Andrew Turner Founder and CEO @ Navitas Insight Abiliti: Strategic Enterprise Management Framework

51. Abiliti:Agile SAP Implementation SAP SOA Framework – Solution Options (detail) Final Abiliti::Strategic Enterprise Management (SEM) Framework ©

53. Joint Energy Data Mgmt. (cont.)

54. Prepayment

55. Demand Response

56. Forecasting and Analytics

57. AMI enabled Outage Mgmt

58. Joint Energy Data Mgmt. (MDUS Integration)

59. AMI Disconnect / Reconnect

60. AMI extended Device Mgmt

61. Meter Reading Energy Consumption

62. Enabling & Integrating Backend to AMI

63. Information Exchange (Master Data Synchronization)

64. Service Enablement of the IDE- infrastructure

65. Enterprise services and functionalities required for market communication

66. Sending and Receiving of Consumption information

67. Communication with external Metering Companies

68. Infrastructure Enablement

69. Grid usage validation and payment processing – enhanced monitoring capabilities (BPEM)

70. Sending and Receiving of Consumption information (cont.)

71. Request of Services and Billing of Services (Retailer)

72. Billing of Services (Metering Company)

74. Ext. Financial Customer Service

75. Ext. Dispute & Collections Mgmt

76. Energy Portfolio Mgmt (SAP CD ACS)

77. Financial Customer Service (completion)

78. Dispute & Collections Mgmt

79. Simplified Modeling of Energy Products

80. New e-Services for Utilities; e-Commerce for Utilities (Web Channel)

81. Energy Ledger (tool set)

82. Enhanced Sales & Service (process support through new ICWC technology)

83. Enterprise Service Bundle

84. C&I Sales

85. Portfolio Mgmt (SAP CD ACS)Competitive Energy Retail Customer Relationship Mgmt

87. AMI based Fast Track Billing

88. Improved User Productivity

90. Asset Performance Mgmt

91. Linear Asset Management

92. Incident Prevention

93. Process Safety Management

94. Emissions Certificate Trading

95. Smart Asset Platform

96. EAM Simplification for Maintenance Workers

97. Maintenance Cost Budgeting continued

98. Inspection Rounds extended

99. Incident Management

100. Energy Management extensions

101. Operational Level Costing (SAP CD ACS)

102. Plant and Asset Mgmt

103. Maintenance Cost Budgeting enhancements

104. Inspection Rounds

105. Rotables and Subcontracting

106. Completion of ES Bundle

107. Energy Management

108. Central contract repository including search and navigation for users outside procurement and legal contract authoring integration

109. Bid evaluation and optimization

110. Corporate timetable (jointly with FPM)

111. Unstructured Data (jointly with FPM)

112. Monetize ERP Audit Content via GRC

113. ERP Content

114. Procurement contracts for hierarchical services

115. Harmonized user experience for end-to-end service procurement

116. Catalogs integration for services procurement (PM/PS)

117. Functionality available is aligned with ERP HR Roadmap

118. Improved Cash and Liquidity forecasting / reporting

119. Biller Direct – FI-CA integration

120. New GL Enhancements

121. Functionality available is aligned with ERP HR RoadmapSourcing & Procurement Enterprise Management (FIN and HR)

122. Abiliti SAP Programmes – the problems Complexity Timescales Risk – Internal / External Total Cost-of-Ownership (TCO) Abiliti::Strategic Enterprise Management (SEM) Framework ©

123. SAP Programme Threat Assessment Abiliti Did you know that there are..... Rarely issues with: - SAP Software? Occasional issues with: - Infrastructure and Integration Architecture? Often issues with: - Programme and Project Management? Stakeholder Communications and Relationship Management? Frequent issues with: - Business Process Management? SAP Functional Alignment with the Business Operating Model? Always issues achieving: - Benefits Realisation Strategy? Business Performance Improvement?

124. SAP Programme Risk Abiliti Programme Risk External Dependencies Resources and Prioritization Financials – Funding and Budget Allocation Timeline – Constraints, Dependencies, Milestones and Deliverables Configuration Management – People, Process and Technology Change Internal and External Compliance: – Architecture Governance Security Principles, Policies and Standards Legislative, Statutory and Regulatory Compliance Customer Acceptance and Satisfaction, Benefits Realisation Operational Risk Internal Threats / Changes in Direction – Business Strategy, Executive Sponsorship, Financials & HR, Project Change, Delay and Cancellation Systemic Risk External Threats – Military, Political, Legislative, Regulatory, Economic, Industrial, Social, Climatic, Environmental and Ecological Threats

126. Timescales

127. Risk – Internal / External

128. Total Cost-of-Ownership (TCO)Detailed Agile SAP Presentation Available on Request

130. Shorter Timescales

131. Lower Risk – Internal / External

132. ReducedTotal Cost-of-Ownership (TCO)Detailed Agile SAP Presentation Available on Request

133. Which SOA Framework do I use? Abiliti There are a wide choice of SOA Frameworls - which may be deployed as follows: - SAP ECC6 Enterprise SOA For Homogeneous Agile SAP Integration Environment SAP NetWeaver Enterprise Portal / Pi SME – SAP Business One / SAP-by-Design For Small-to-Medium Enterprise Agile SAP Integration Best integration – Domain Systems Link-to-SAP Adaptor Least Total Cost of Ownership – Microsoft BizTalk Mixed SAP and Oracle Heterogeneous Landscape Best Oracle and SAP COTS Agile Integration – Oracle Fusion e.g. SAP IS/Utilities Billing with Oracle CRM Mixed SAP and 3rd Party COTS Heterogeneous Landscape For Best-of-breed e-commerce Process Orchestration and Integration for Agile SAP Best-of-breed COTS £ SAP Agile Integration – IBM WebSphere, Sun SeeBeyond Best-of-breed e-commerce platform - ATG Dynamo, Graham Technologies GTX e.g. SAP ERP Financials with Telco Mediation, Rating and Billing and Oracle CRM Detailed Agile SAP Presentation Available on Request

134. SAP NetWeaver Process Integration Abiliti SAP NetWeaver Process Integration (SAP NetWeaver PI) is used as follows: - The system architecture of SAP NetWeaver PI 7.1 is based on an existing and established integration architecture for realizing cross-system business processes - and is the same as in lower releases (SAP NetWeaver 7.0 Process Integration and SAP XI 3.0 as part of SAP NetWeaver 2004). SAP NetWeaver PI 7.1 plays an important role in supporting an enterprise service-oriented architecture (Enterprise SOA). The focus is on the service-based integration of applications. SAP NetWeaver PI is based on general standards so as to enable 3rd-party systems to be easily integrated. At the center of SAP NetWeaver PI is an XML-based communication that uses HTTP (Hyper Text Transfer Protocol). Irrespective of the scenario used, the application-specific contents are transferred in messages in user-defined XML (the eXtensible Markup Language) from the sender to the receiver - either via the Integration Server - or directly between the systems involved.

135. Abiliti SAP NetWeaver Process Integration The following figure gives an overview of the key qualities / capabilities ofSAP NetWeaver Process Integration (SAP NetWeaver PI) : -

136. Abiliti SOA Framework - Enterprise Service Bus An Enterprise Service Bus (ESB) should provide a standard routing mechanism for a loosely coupled asynchronous Service-oriented Architecture (SoA). It would also allow complex transformation of the messages as needed, as well as provide an interface to integrate across different non standard interfaces. Figure 1: Diagram showing an ESB with different services connected in a message flow.

137. Services and Adapters for SOA Abiliti ESB

138. SOA Integrators, Connectors and Adaptors for SAP Process Orchestration Business Process Management (BPM), WorkFlow and e-commerce platforms - such as ATG Dynamo, IBM WebSphere, Graham Technologies GTX, BEA WebLogic Server, (Oracle Fusion), Microsoft BizTalk / K2 BlackPearl, Magic Software etc. Enterprise Service Bus Discrete business and technology services aggregated as Enterprise Services using Enterprise Service Bus technology - such as IBM MQ Series Integrator (MQSI), BEA AquaLogic (Oracle Fusion), Sun SeeBeyond e*Gate, Tibco, Information Builders iWay, Microsoft BizTalk, etc. Modern Enterprise COTS application systems Vendor-supplied, proprietary systems with well-defined, often proprietary, collaborative interfaces - such as SAP Business API / NetWeaver Xi and Pi Adaptors, Oracle e-Business Suite Adaptor, PeopleSoft ETP Adaptor, JDE Master Business Function Adaptor, etc. Older Packaged COTS legacy application systems Written in a variety of procedural and non-procedural languages with well-defined published Application Program Interfaces (API’s) for collaborative processing – and functions may also be “wrappered” as Distributed Computer Environment / Remote Procedure Calls (DCE/RPC) Abiliti::Strategic Enterprise Management (SEM) Framework ©

139. SOA Integrators, Connectors and Adaptors for SAP Abiliti Object-oriented applications Many discrete classes developed using OOA/D and RUP for OO applications, such as Smalltalk, PLSQL, C++, C#, .NET Application Servers or CORBA objects - e.g. Orbix, Bonobo etc. Component-based applications Multiple unique applets delivered as component-based applications - such as Enterprise JavaBeans™, COM Application Servers or OMG components - e.g. webMethods, Encina etc. Custom-built heritage applications May be written in a variety of procedural languages but typically do not have very well-defined published Application Program Interfaces (API’s) for collaborative processing - functions may be “wrappered” as Distributed Computing Environment / Remote Procedure Calls (DCE/RPC) Abiliti::Strategic Enterprise Management (SEM) Framework ©

140. SOA Integrators, Connectors and Adaptors for SAP Abiliti Transaction processing systems Application systems that run under the control of transaction processing monitors such as distributed customer information control system (CICS), IMS Transaction Manager (IMS/TM), BEA Tuxedo and e-link (now Oracle Fusion), Torrent Orchestrate (now WebSphere) and other TPMS software transactions well suited for incorporation into collaborative business processes Database and file systems Vendor-supplied, proprietary relational database management systems (RDBMSs) and legacy database management systems (DBMSs), and file systems with varying degrees of standard and proprietary interfaces including relational (e.g. ODBC, SQL/Server, DB2 / UDB, Progress, Oracle,mySQL etc.), hierarchical (e.g. IMS), network (e.g. IDMS) and flat file based (e.g. FAT, NTFS, CFMS, DIF, CDIF, EDIF, ADABAS, ISAM, VSAM, etc.) database management and file systems Communication transport protocols and message formats Industry-standard transports such as hypertext transport protocol (HTTP), file transfer protocol (FTP), and simple mail transfer protocol (SMTP), Sun Enterprise Java Suite Adaptor, SOA Protocols such as XML, SOAP, WSDL, JMS, ADO.NET, RNI, JDBC, EJB, ESB etc. Vendor proprietary messaging and queuing systems in a variety of formats for exchanging data between applications, such as IBM WebSphere MQSI, Sun JMS, JCA and SeeBeyond e*Gate, Microsoft BizTalk MSMQ, BEA e-link (Tuxedo – now Oracle Fusion)) adaptors

141. Abiliti SOA Integrators, Connectors and Adaptors e-Business exchanges Proprietary and standards-based public and private exchanges through which cross-business collaboration is facilitated (Kalido, IBM WebSphere Product Centre – WPC) Proprietary data interchange systems in a variety of formats for exchanging data between collaborating enterprises, such as Electronic Data Interchange (EDI), Society for the Worldwide Inter-bank Financial Telecommunication (SWIFT) Application server platforms Application and integration servers that host all manner of Application Service Provider (ASP) applications, On-demand Services (e.g. BT Contact Central, Seibel-on-demand) and Software as a Service (SaaS) applications that facilitate collaboration within and between enterprises Communicationadapters (e.g. SNA, TCP/IP, etc) Screen-based integration (e.g. 3270, 5250, VT100, Wise) GUI – Presentation Services - Enterprise Portal, Graphics Engines HLAPI (Screen Mapping) Thin Client (Citrix etc.) Office Systems (e.g. OLE etc.) and Email (e.g. SMTP, POP3, IMAP etc.)

142. Abiliti SAP Business Strategic Alignment Stakeholder Management Business Case Development Benefits Realisation Strategy Programme / Project Management Executive Project Buy-in and Sponsorship Complexity Level – Scope, Requirements, Functionality Programme and Project Planning / Enterprise Portfolio Management 3rd Parties, Constraints, Dependencies, Resources, Timeline, Milestones, Budget Enterprise Portfolio Management Business Architecture Functional Architecture Infrastructure Architecture Configuration Management – Baseline Versioning, Change Management SAP Functionality Requirements Discovery Requirements Definition (Blueprint) Business Operating Model (BOM) Design Technology Support Agile, Scrum, Iterative Delivery CASE Tools and Enterprise Repository SAP Diagnostics. Analytics, Reporting and Controls

144. Functions

145. Business Services

146. Project Portfolio Management…..Solution Options Design Portfolio Management Project Planning Project Specific Reports Reporting Monitoring Intelligent Agents and Alerts Cached Reports CMS VPN AD E-Mail E-mail template Exchange Server

147. Abiliti Smart Energy Data Management Abiliti: Graham HarrisSAP Agile Academy Director @ Abiliti Nigel Tebbutt 奈杰尔 泰巴德 Future Business Models & Emerging Technologies @ Abiliti Andrew Turner Founder and CEO @ Navitas Insight Abiliti: Strategic Enterprise Management Framework

148. Abiliti:Smart Metering & Energy Data Management Enterprise Data Cloud™ Abiliti::Strategic Enterprise Management (SEM) Framework ©

149. Combined heat and power (CHP) What is CHP? Combined heat and power (CHP), also known as co-generation, is the generation and exploitation of both heat and power (usually in the form of electricity) from the same equipment set, in the same place, at the same time. Not only does CHP enable the conversion of a high proportion of otherwise waste heat to usable heat, but it is very efficient because power is generated close to where it is being used (and thus electricity transmission losses are minimised). The predominant fuel used for CHP schemes is natural gas (62% in 2000). Other fuels include oil, coal or even renewables (such as municipal and industrial waste, sewage gases, biogases, from anaerobic digestion, biodiesel, gasification etc and wood). Who is it suitable for? CHP can be used throughout the commercial, industrial and public sectors. Larger, tailor-made systems are particularly suited to applications where there is a high heat demand, such as hospitals, leisure centres, hotels and industrial sites with process heating requirements (especially chemical, brewing and paper industries). Some industrial processes which use hot water or steam are suited to small scale (<1MW) CHP, including the following sectors: chemicals; textiles and leather; food and drink; rubber and plastics; engineering; and agriculture/horticulture. For a site to support a successful CHP installation, it should typically have a heat and power requirement for at least 4,500 hours/year (although it could be cost-effective with fewer operating hours). Generally, the greater the annual period of demand, then the greater the benefits…..

151. In its simplest form a CHP system comprises a gas turbine, engine or steam turbine to drive an alternator.

152. The resulting electricity is used primarily on-site. The waste heat, in the form of steam or hot water, is collected and can be used to provide heat for industrial processes, for community heating and for space heating. It can also provide cooling - using advanced absorption cooling technology.

154. Customer Service

155. Billing

156. EAMto MDUS. System of Record for all customer and commercial data and the related processes that leverage AMI. Most end-to-end processes are either directly or indirectly initiated by the customer and are the consequence of or result in customer services or have an impact on the customers bill (supply contract) Collects, stores and transmits messages to and from multiple meter points. Solution-specific devices. Integration with home devices. Provides platform for marketing messages and new services. Transmits data between meters and the collector. Solution specific protocols. Emergingstandards. RF Vendors: CellNet, Elster, Itron, Sensus, Trilliant PLC Vendors: Cannon, DCSI, Hunt Controls Meter & Communic. Infrastructure Manages Meter & Event Data and forwards to MDUS Transmits data between concentrator and utility head end. Solution specific protocols. BPL Vendors: Ambient, Amperion, Corinex Comm, Current Technologies Transmits data between the meter and premise devices. No defined standards. Devices in the home that can be remotely updated and controlled by the utility. Connected to meter via gateway PLC, RF, GPRS, SMS GPRS PLC, RF Zigbee

158. Reduced installation, maintenance and operation costs

159. Improved data quality and speed of provider switch

160. Lower risk of stranded assets

161. Cost-effective, fast and easy way to read meter data

162. Optimal effectiveness of demand-response eventsWhat does CCP do? CCP is responsible for building and operating a digital infrastructure CCP works on defined meter data and communication infrastructure standards CCP is a lean organization focused on enabling interoperability in a competitive energy market © SAP 2008 / Page 68

163. Smart Grid

164. CISCO Call Manager Feature Net WAN Local / Remote Hosted Users B a y N e t w o k s S D t n P s s DPNSS e c c A s s s Westell Protocol Converter e k r r o W w 0 5 N 6 y k a c a B t S y a B 10/100 MBit Switched Ethernet LAN D D D D D D D D D D D D D D D D D D H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T H E W L E T T P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D P A C A R D QSIG Remote PABX Fire walled DMZ VPN Broadband or ISDN 30 WAN Voice Gateway (CISCO 2640) Remote Users CC-ICS Voice Connection Servers Internet ISP Message Server Mobile Users Remote Users Local Users Reporting Database Cluster CTI Cluster 3rd Party Managed MVNO Platform E-Mail EAI Hub Message Connection Servers MVNO Mobile Users Infrastructure Architecture – Compliance Reporting and Intelligent Agents and Alerts Enterprise Data Cloud Cluster Enterprise Data Cloud Legacy Systems Infrastructure Architecture – Compliance Reporting and Intelligent Agents / Alerts

165. Physical Infrastructure Architecture – The Cloud

166. Abiliti Smart Energy Data Management Abiliti: Smart Consulting is one of the fastest growing Smart Energy Data Management companies in the UK with a newly formed centre of excellence for Smart Metering and Energy Data Management. We offer a flexible approach from Energy Consulting and individual Business and IT Project Delivery to complete outsourced end-to-end Energy Management solutions for streaming energy data directly from the internet. When it comes to innovative Smart Energy Management Solutions, Abiliti: Smart Consulting is becoming the trusted advisor for a large and growing community of the world's leading Energy, Oil and Gas and Utility Companies. AbilitiEnergy Data Management Solutions help organizations across all sectors to control energy, save costs, reduce carbon and to achieve renewable resources and sustainability targets. Abilitiwork alongside our customers to deliver advanced metering and energy data management solutions. Our customers and business partners can choose from complete end-to-end outsourced solutions through to individual services and consultancy across three key areas — Carbon Management & Energy Saving,Smart Metering and Energy Data Management, Real-time Analytics and Customer Insight— in order to enable agile, faster and more informed delivery against carbon and energy saving targets.

168. Inexpensive hardware

169. Open-source software and database

170. Low-cost, high-performance solution

171. Massively Parallel Processing architecture

172. Shared-Nothing implementation

173. Maximizes parallelism

174. Removes data flow bottlenecks

175. Applications

176. Billing - 1 Energy Consumption Record per Service per Smart Meter per Month

177. Profiling - 48 Energy Consumption Records per Service per Smart Meter per Day

179. Enterprise Data Cloud™ SQL Query Governor MasterServers Query planning & dispatch ... ... Network Interconnect SegmentServers Query processing & data storage ... ... ExternalSources Loading, streaming, etc. GreenplumMPP (Massively Parallel Processing) Shared-Nothing Architecture

180. Enterprise Data Cloud™ High SpeedLoader JDBC™ODBC SQL/92 OLEDB GreenplumMPP (Massively Parallel Processing) Shared-Nothing Architecture

181. Abiliti: Delivery Partners Abiliti Hardware Vendors BI Tools Solutions Business Partners Enterprise Data Cloud™

182. Abiliti – contact details Abiliti Abilitiis a consortiumofSAP I/S Utilities, I/S Oil & GasandEnergyStrategyConsulting, Strategic Foresight & Future Managementfirms Graham HarrisSAP Agile Academy Director @ Abiliti Email: Abiliti@Originautomation.com(Office) Telephone: +44 (0)1527 591020(Office) Nigel Tebbutt 奈杰尔 泰巴德 Future Business Models & Emerging Technologies @ Abiliti Telephone: +44 (0) 7832 182595 (Mobile) +44 (0) 121 342 3998 (Office) Email: Nigel-Tebbutt@hotmail.com(Private) Andrew Turner Founder and CEO @ Navitas Insight Abiliti::Strategic Enterprise Management (SEM) Framework ©