Oil & Gas ICT 2015

Mark Stephen
BBC Scotland
Conference Chair
#oilgasict

Conference App
https://app.bizvento.com/oilgasict15
URL on all badges
#oilgasict

Drinks Reception
Exhibition Room
Sponsored by
#oilgasict

Angus Murray
TAQA
@taqa
#oilgasict

The role of ICT as an enabler in a low oil price world

How did we all get here….
……and where is “here”
 Chasing the barrels not the bucks
 The law of supply and demand…
- Which direction of change reacts quickest?
 Sustainable Business is key.

The Levers for Change…
• The Basics… more oil and/or lower cost
• How can IT help with these challenges
• Working with our supply chain
• Need to challenge the statics
• ‘Upgrade or Die!’

Opportunity or Threat?
 Kotter’s model…
 A driver for change… a common cause
 Re-baseline to a sustainable industry.

Enabling Technologies
 Collaboration
 Consolidation…
 Total Cost of Ownership is king…
- Bandwidth/Riverbed, Cloud vs infrastructure, MI, ERP..(sharpen the pencil and
get good business cases)
 Management…
- Applications sprawl – homebrew vs ‘off the shelf’
- ‘Upgrade or Die’
- Business need/challenge
- Chasing the dollar not the barrel
- DO LESS BETTER

Answers ?
 Global consolidation & collaboration
 Change in business activity
 Collaboration….
- Technology
- Supply Chain
- Peer companies
 Give them the tools to manage the business
- Cost management, process reviews
 Still spending a lot of money, its not going away, just need to rebaseline.

Conclusions…. The future?
 Change can be our friend,
 Do Less Better… ValueMax
 Collaboration…
- offshore/suppliers/like minded companies
 Get on the boat!

Richard Higgs
brightsolid
@brightsolid
#oilgasict

Information Classification: Restricted 16
Richard Higgs, CEO brightsolid
Investing £5 million into the $50 barrel

17Information Classification: Restricted
Plan for the next 20 minutes
 Our Mission, Values and strategy
 Connecting Aberdeen to the North Sea and beyond
 What we’ve seen in other sectors
 Our cloud philosophy
 Data driven decision making and collaboration
 Moving to the utility cloud

brightsolid today
 Mission: Technical Innovation with Personal Service (TIPS)
 The oil and gas virtual and regional systems integrator –
providing a platform for collaboration
 Globally connected data centre and cloud specialists
A values driven organisation

The £5 million investment generates ?

What are we building?
 Uptime Accredited Tier III, Fault Tolerant power & cooling
 200 rack positions Day 1. Total capacity 400 racks, 25kW
max power density.
 Power Efficiency of 1.2. (80% less than national average)

Communications

Our Vision
Extends
 Work place recovery suite
 Project working space for the energy community
 Digital and innovation resources for all organisations across
Aberdeen
Innovation, digital hub

What is on our minds right now?
“Usually, we disrupt markets……..Aberdeen
has been disrupted enough.”

Transformations
 We helped the Scottish Government
in their journey to secure shared
resources, the cloud and
operationally excellent IT
 “The solution is now hosted in a
private cloud for less than half the
price that IS were currently paying”
The Improvement Service solution is
hosted by brightsolid
The reason for starting the journey

Journey to the cloud
 “Spending on cloud
computing
infrastructure and
platforms is expected
to grow at a 30%
compound annual rate
from 2013 through
2018 compared with
5% growth for the
overall enterprise IT
market” Source Goldman Sachs
Operational excellence in infrastructure

Our Cloud Philosophy
Hybrid is the answer
 Making good use of geographic location of our Clouds.
 Not all Clouds are created equal – intelligent architecture at every level.
 brightsolid security is strong and simple.
 We must provide fantastic value.
 Opportunity is in the revolution of cloud, not the evolution.
 We embrace commodity cloud wherever appropriate.

Launching in Aberdeen
 Cisco Cloud Interconnect
 Microsoft Storage Spaces
Millions of IOPs, significantly cheaper than traditional SAN
Linear, predictable scaling
Built in Storage Quality of Service
 AA (Aberdeen Azure)
Currently in test

Development in the brightsolid Cloud
DevOps Toolset
… or your own preferred toolset

Disaster Recovery in the brightsolid Cloud
Multiple Scenarios Catered For
Physical and Virtual Services Protected
Self-Service Management of Disaster Recovery Invocation

Collaborative platform clouds
A portfolio built on capacity for operational excellence &
innovative drive
Platform and App. Clouds that are architected
for operation, security and reliability
brightsolid
Cloud Recovery

Data driven collaboration
Local Council case study
 The challenge:
 Siloed departments & data sets
 Too much data but no valuable information
 Limited proactive intervention
 Finding what’s valuable:
 Joined up data, useful information pulled from multiple data sets
 Inter-agency collaboration that creates a proactive intervention

Information Classification: Restricted 32

Chris Davis
IT4IT Forum
@it4it
#oilgasict

Copyright © The Open Group 2015 36
Achieving value from
standardisation
Chris Davis
University of South Florida

Goals and overview
• A collaborative approach to improving IT efficiency
• Creating standardised, vendor-neutral IT
architecture
• Driving cost reduction and value optimisation
37
• The Open Group
• The IT4IT™ Forum
• Value propositions

The Open Group
• A global consortium that enables the achievement of business
objectives through the development of open, vendor-neutral IT
standards and certifications
• More than 480 member organisations: a diverse membership that spans
all sectors of the IT community — customers, systems and solutions
suppliers, tool vendors, integrators and consultants, as well as
academics and researchers
• Vision: Boundaryless Information Flow™ achieved through global
interoperability in a secure, reliable and timely manner

43,283 people in 131 countries
488 memberships
HQs in 40 countries
6 continents
Pakistan
Philippines
Poland
Qatar
Saudi Arabia
Singapore
South Africa
Spain
Sweden
Switzerland
Taiwan
Turkey
UK
United Arab
Emirates
USA
The Open Group membership
Australia
Belgium
Brazil
Canada
China
Colombia
Czech Republic
Denmark
Finland
France
Germany
Hong Kong
India
Ireland
Italy
Japan
Korea
Luxembourg
Malaysia
Mexico
Netherlands
New Zealand
Nigeria
Norway

The Open Group
• Enables all organisations that use information technology to do things
better, faster and cheaper
• Enables all suppliers of information technology products and services to
gain business benefit
• Enable every individual to develop their skills and capabilities…
• Establish work groups and forums to develop standards, guides, best
practices and white papers
• Openly publish the output of those work groups and forums and
acknowledge the contributors
• Operate certification and accreditation programs to recognise the
individuals, products, services or processes that meet our members’
standards

What is the problem?
• Lack of cooperation across all IT
leads to sub-optimisation
• Insufficiently integrated IT
management toolsets, lack of
prescriptive guidance
• Inability to gain true insight in order to
make good decisions
• Immaturity makes it virtually
impossible to tackle disruptive
innovations like cloud, agility,
mobility, BYOD, …
41

Who and where are we?
Original Consortium
• Shell
• Hewlett-Packard
• Achmea
• MunichRe
• Accenture
• PricewaterhouseCoopers
• University of South Florida
• AT&T
Forum Members now include
• IBM
• Microsoft
• ServiceNow
• Oracle
• Logicalis
• Capgemini
• ExxonMobil
• BP
• Origin Energy
42
Value
Chain
RA 0.5
(level
1)
RA 1.0
(level
2)
RA 1.2
(level
3)
RA 1.3
(level
3)
… …
9/2011 1/2013 10/20148/2012 3/2014

Val Sribar, Group Vice President
Gartner Enterprise Software Research Group

What is IT4IT™?
• IT4IT™, an evolving Open Group standard, provides a
reference architecture for managing the Business of IT,
enabling insight for continuous improvement;
• IT4IT™ will enable IT execution across the entire Value
Chain in a better, faster, cheaper way with less risk;
• IT4IT™ is fundamentally vendor neutral, technology
agnostic and industry agnostic.
44

Value Chain, Reference Architecture
45
From Why to What
From What to How
(uses TOGAF®, specified in ArchiMate™)
This is all about data!
Embracing existing
process and agile
frameworks.

IT Operating Model: Value Chains &
Reference Architecture
Deploy
• Release plan
• Deployment assets
• Change and
configuration process
• Knowledge
management
• App monitoring
Develop
• Technical policy
• Development (Agile,
iterative, waterfall…)
• Source & set up dev
environment
Requirements
• Business process
model
• User experience
• Functional &
technical
• Functional: desktop,
web, mobile
• Performance:
desktop, web, mobile
• Security: static,
dynamic
Test
Requirement to Deploy
KPIs:
• Cycle Time
• Requirements ‘Churn’
• Production Defects

Positioning IT4IT™ in the ‘landscape’

IT4IT™ and ITIL®
ITIL IT4IT
Positioning Framework describing
functions/capabilities/disciplines.
Information model driven reference architecture,
supportive of multiple process frameworks.
Origins “Best” or “good” practice origins intended for broad
audience of executives, managers, and individual
contributors.
Originated out of needs identified by enterprise
architects and IT managers for clearer
implementation and integration guidance
Methodology Primarily unstructured narrative. “Process” (similar
to what enterprise architects would term function)
is the primary unit of analysis.
Structured consistently with TOGAF and
Archimate. Value stream, capability, data, system
views.
Orientation Oriented to practitioner education rather than
solution
Solution orientation
Value approach Oriented to deep discussion of individual silo
functions/processes. Beyond overall service
lifecycle, does not emphasize longer lived value
flows.
Focused on the end to end flow of four high level
IT value streams (Strategy to Portfolio,
Requirement to Deploy, Request to Fulfill, Detect
to Correct) across IT capabilities.
Internal consistency Ambiguous and overlapping terminology in places Mutually exclusive and comprehensive, rigorously
avoiding ambiguity and overlap in its architectural
catalogs
Level of detail Not sufficiently detailed to be of utility to planners
and architects attempting to integrate IT
management infrastructure.
Precise representation of data and integration
patterns in complex IT management domain
Agile Implicit waterfall, top-down planning orientation. Explicit coverage of Agile and DevOps trends.
Maintenance
process
Long term history of proprietary ownership. Multi-
year revision cycle
Open development process

IT4IT™ Value Propositions
For ‘consuming IT organisations’ e.g. ExxonMobil,
Shell, Origin Energy
• Helps to plan and implement IT4IT solutions
For software vendors e.g. IBM, HP, Microsoft,
ServiceNow, Oracle
• Helps to determine current tools capability vs.
Reference Architecture

IT4IT™ Value Propositions
For software integrators e.g. Accenture, Capgemini,
Logicalis, Tata Consultancy Services
• Prescriptive guidance to help consuming
companies plan for implementation of IT4IT journey
For individuals (‘within’ each of the organisation
types)
• personal professional development opportunity.

Questions &
Discussion
#oilgasict

Refreshments &
Exhibition
Please check badges for
workshop location
#oilgasict

Prof John McCall
Smart Data
Technologies Centre
@rgucomputing
#oilgasict

Smart Data Technologies
John McCall
Robert Gordon University

Data Explosion
• The world's per-capita capacity
to store information has roughly
doubled every 40 months since
the 1980s
• As of 2012, 2.5 exabytes
(2.5×1018) of data are being
created each day
• Problem is very big and growing
fast
• Opportunity is very big and
growing fast

Data is an Opportunity
• Drop in oil price
• Rise in costs
• Diminishing resource
• Ageing assets
. D D D Da Data
• huge volumes of data
• efficiency
• optimisation
• transformative
• oil and gas behind the
curve
• Drop in oil price
• Rise in costs

Key Industry Challenges
Bravo et al. (2013) SPE Journal

Key Questions
How can you use
data to improve the
bottom line?
What can you do
with captured data?

Sensors and Data Models
Gas Turbine Power Plant

• Data model of 21
temperature sensors in a
gas turbine power plant
• Model from 15 mins of
normal operations data
(870 measurements per
sensor)
• Used to compare actual
values with those inferred
from neighbours
• 0.4% severe missed alarms
• 6.5% mild false alarms
• Controllable precision
Data Model for Sensor Validation
C4
AX
AE
C2
C5
C3
C1
Extract from the sensor model
Prof. John McCall, RGU
Ibargüengoytia et al. 2008)

Condition Monitoring and Control
Remote inaccessible equipment
Diagnostics typically reactive
Costly intervention and repair
Risk of lost production

Control Systems Data Model
• V-Sentinel™
– pressure sensors data model
– no mathematical modelling
– no fixed alarm thresholds
– self-adapts to new installations
• Detects:
– accumulator gas loss,
insulation resistance dropping,
standby pump anomaly,
hydraulic fluid leakage
• predicts valve failure

V-Sentinel™
• provides 24/7 condition
monitoring
• allows early fault
detection
• enables predictive
maintenance
• Benefits for the industry
– increased production
availability
– customisable fault-
detection to fit specific
needs
http://www.vipersubsea.com/products/v_sentinel/

Logistics and Supply Chain
Optimisation
• Resource intensive
– high opex
– affects production
• Dynamic
– demand and supply
changes
• Unpredictable
– delays and events affect
plans
• Complexity
– complex chain of decision
and implication
– tendency to over-resource

Solving Logistics Problems
• Modern algorithms can solve hard logistical
problems effectively
– genetic algorithms, ant colonies, …
• Need to be data driven
• Need to capture important constraints
• Computationally Intensive

77
Travelling Salesman Problem
• Age of the Earth:
~5 x 109 years
• Age of the Universe
~1018 years
• Exhaustive search
for 40 cites at 1
million routes per
second:
~3 x 1031 years
63
244
8 x 104740
3,628,80010
7206
1205
routescities
Faster machines will not
help here!

Large Scale Complexity
13,509 US cities
Pop. > 500
Modern algorithms are routinely solving world tours in
a few hours

Supply Vessel Scheduling
Internet
Server
Data Gathering
Hosted Service
/ SAP interface
Reporting, Analysis,
Control, Decision
Support
Operations
Modelling,
Simulation,
Optimisation
for Fleet
Planning &
Scheduling
AHTS
PSV
DSV
http://www.plansea.co.uk

Potential Benefits of Optimisation
• Increase utilisation, decrease
resource requirement
• typical resources savings 10% -
30%
– supply vessel @£15K/day hire
– reduce 5 vessel fleet to 4 saves
£4.5M per year on hire costs alone
• similar savings can be realised
throughout the supply chain.

Data Analytics: Industry Awareness

Conclusion
• Smart Data offers huge benefits
• Much potential remains to be explored
• Economics favours new approaches
• Aberdeen has leading industry
expertise and a strong supporting
environment
– DataLab – data science
– CENSIS – sensors technology
– OGIC – oil and gas innovation
– Robert Gordon and Aberdeen Universities

Dr Vidar Hepso
Statoil
@statoilasa
#oilgasict

Using technology to minimise the
environmental impact of drilling
and exploration
--Integrated environmental monitoring
Vidar Hepsø (PhD), Statoil RDI, Trondheim, Norway

A shift in environmental monitoring
From expeditions and
offline samples
To continuous environmental
monitoring based on real-time data
Licence to operate demonstrating prudent operations

Integrated Environmental Monitoring; the total concept
Knowledge Sharing &
Analytics
Learning
Analysis
Sense making
Intelligent
Infrastructure
Planning
Decision making
Workflow
Business
Operations
Information &
Collaboration
Virtual interaction
Coordination
Shared awareness
Access
Connect
Sense
Emergency response
Sensors
& sensor
platforms
MobileExisting sensors & sources Stationary
ocean
observatory
Information & work processes
External
organisations
Central support functionsAsset control room
Domain experts
Emergency responseEmergency response
Sensors
& sensor
platforms
ocean
observatory
Sensors
& sensor
platforms
ocean
observatory
Information & work processesInformation & work processes
External
organisations
External
organisations
Central support functionsCentral support functionsAsset control roomAsset control room
Domain expertsDomain experts
Background photo: Harald Pettersen

Environmental monitoring over the life-cycle of a field
Before development
& operations
During development
& operations
During production After
decommissioning
• Monitor and map
biological activity
• Analysis of data
and establishing
design basis
• Monitor and map
biological activity
• Analysis of
environmental
impact
• Leak detection by
acoustic & visual
monitoring for early
warning
• Monitor and map
biological activity
• Analysis of
environmental
impact
• Leak detection by
acoustic & visual
monitoring for early
warning
• Monitor and map
biological activity
• Analysis of
environmental
impact

The Norwegian Sea
-the Morvin asset
• Area with cold water coral
structures
• On-line monitoring before, during
and after drilling
• Physical/chemical data
• Visual monitoring
• Real time monitoring proved no
harm to the corals

Drilling in areas with cold water corals
Planning phase
• Reduce environmental impact
• Obtain discharge permit
• Document & communicate
Operational phase
• Monitor & control exposure
• Take preventive actions
• Verify predicted risk & impact
Post drilling phase
• Document & evaluate operations
• Verify predicted risk & impact
Gather baseline data
• Environmental resources
• Species and conditions
• Critical levels / thresholds
• Met-ocean data
Perform analysis
• Simulate discharges
• Assess risk to environmental
resources
Create drilling plan, select drilling
& discharge locations
Visualize real-time environmental
and operational data
• Drill cuttings generated
• Key environmental parameters
Repeat simulation of discharges
Update risk evaluations
Decision support
Document risk evaluations and
any incidents
Document recommendations
and decisions made
Document and verify possible
environmental effects

Shared situation awareness & decision support
Field
23’ Oct
21’ Nov

Conclusion
• Move to Integrated environmental monitoring covering the life-
cycle of an oil and gas asset
− Common operating pictures
− Real-time and operational understanding of risk and
environmental parameters
• Developing a capability platform/stack with a plug and play
sensor network that will enable us to test out new potential
environmental sensors
• Development of a platform with modules that can be adjusted to
various situations during the life-cycle of an oil and gas field
Classification: Internal 2013-09-1291

Presentation title:
Using technology to minimise the
environmental impact of drilling and
exploration
-Integrated environmental monitoring
Presenters name: Vidar Hepsø
Presenters title: Project Manager
E-mail: vihe@statoil.com
Tel: +4748034803
www.statoil.com
9

What do we want to measure?
-Examples
Sensor Parameter Data type Location specific
Echo sounders Biological activity:
Fish
sea mammals
gas bubbles
Particles
Echogram, needs expert
interpretation
Large range
Camera with light Visual observation Video and/or still pictures Large range
Doppler recorder and
Current Profiler
Current speed and direction
Temperature
Conductivity
Pressure
Oxygen
Turbidity
Fluorescence
Time series, vector data
Point data
Point source
Sediment trap Samples to be analysed in the
laboratory
Point source
Hydrophone Biological activity Echogram, large data files that
needs expert interpretation
Large range
Hydrocarbon sniffers Presence of hydrocarbons Point data Point source

Martin Ogden
Expro
@exprogroup
#oilgasict

Cloud Computing – The Truth
Martin Ogden – CIO

96
Expro employs over 5,400 people in over 50 countries, offering a truly global service solution.
With our head office in the UK, we have regional headquarters in Aberdeen, Accra (Ghana), Dubai, Houston, Kuala
Lumpur and Rio.
©Copyright Expro 2015
Americas
Locations: Texas, Los Angeles,
Colarado, Oklahoma, North
Dakota, Connecticut, Canada,
Brazil, Argentina, Bolivia,
Columbia, Mexico
More than 1,250 employees
Europe & CIS
Locations include: UK, Kazakhstan, Norway, Russia, Holland
Sub Saharan Africa
Locations include: Ghana, Nigeria,
Angola, Congo, Gabon, South Africa,
Equatorial Guinea, Cameroon, Ivory
Coast
Asia, Middle East
and North Africa
Locations include:
Algeria, Egypt, Iraq,
Saudi Arabia, UAE,
Australia, India,
Indonesia, Malaysia,
Thailand, Vietnam, China
More than 1,400
employees
100+ service locations
5,400+ employees
Extensive global presence

Introduction
/Martin Ogden – CIO
Joined Expro 2000
IT Team of 40
Global Remit
Support function working with:
Group HR,
Learning & Development,
Corporate Communications,
Global Supply Chain,
Business Process Improvement

Benefits of the cloud
SalesForce
Flexibility
Disaster recovery
Automatic software updates
Cap-Ex Free
Increased collaboration
Work from anywhere
Document control
Security
Competitiveness
Environmentally friendly
NTT
Achieve economies of scale
Reduce spending on
technology infrastructure
Globalize your workforce on
the cheap
Streamline processes
Reduce capital costs
Improve accessibility
Monitor projects more
effectively
Less personnel training is
needed
Minimize licensing new
software
Improve flexibility
Imperial College London
No wasted capacity
No in house maintenance
Fast deployment of new
services
No in-house maintenance of
infrastructure to support
application
Access to data anywhere
Synchronisation of data
across devices
Easy to share data
Data is backed up
Queensland Government
Reduced IT costs
Scalability
Business continuity
Collaboration efficiency
Flexibility of work practices
Access to automatic updates

Benefits of the cloud
SalesForce
Flexibility
Disaster recovery
Automatic software updates
Cap-Ex Free
Increased collaboration
Work from anywhere
Document control
Security
Competitiveness
Environmentally friendly
NTT
Achieve economies of scale
Reduce spending on
technology infrastructure
Globalize your workforce on
the cheap
Streamline processes
Reduce capital costs
Improve accessibility
Monitor projects more
effectively
Less personnel training is
needed
Minimize licensing new
software
Improve flexibility
Imperial College London
No wasted capacity
No in house maintenance
Fast deployment of new
services
No in-house maintenance of
infrastructure to support
application
Access to data anywhere
Synchronisation of data
across devices
Easy to share data
Data is backed up
Queensland Government
Reduced IT costs
Scalability
Business continuity
Collaboration efficiency
Flexibility of work practices
Access to automatic updates
FlexibilityFlexibility – Disaster recoveryFlexibility – Disaster recovery – ManagementFlexibility – Disaster recovery – Management – Cost

Is the cloud a myth?
Conversation at a conference:
“I’ve been told it will take 6 months to migrate our data from system x to system
y, is that true?”
“That sounds reasonable, depending on how much data you have and how well
the two systems match”
“Why does it take so long, after all it’s all in the cloud”

Is the cloud a myth?
Reality is:
 The cloud is a managed service
 There are a myriad of providers
• Most do not interface/collaborate
• You will need other services:
– Single sign on/identity management
– Interfaces between on premise and cloud
– Interfaces between clouds
 Its not a new concept – they used to be called Application Service
Providers (ASP)

The pitfalls of the Cloud
Service will only be as good as the service provider
 Over six in ten (63%) respondents are not 100% clear on what constitutes a failure or violation of their cloud service
provider’s SLA
 Almost a quarter (22%) of respondents say that their cloud service provider didn’t deliver what they thought their
organisation had signed up to
 Over one in ten (14%) had their job roles threatened because of SLA failure/violation
 More than three quarters (77%) expect the pay-out received after an SLA violation to offset damage done to their company.
However, of those who have received a penalty payment from a cloud service provider after an SLA violation almost half of
these (46%) felt the pay-out was not comparable with the level of violation
(source Vanson Bourne Business Panel)

The pitfalls of the Cloud
You are no longer in control of the data
 The data is sitting on the providers infrastructure
 It is unlikely you will have full system access
You are no longer in control of the functionality
Upgrades can become onerous
Cloud sprawl
Application lock in – inflexibility
Cost

Conclusions
Cloud is not a silver bullet
 It has its place
 It is a useful deployment method
 But it will bring problems and issues
My strategy
 Cloud first unless:
• You lose functionality
• It is overly complex
• It costs more

30th April Edinburgh
www.scot-secure.com

18th June Edinburgh
www.scot-cloud.com

Cedric Levy-Bencheton
ENISA
@enisa_eu
#oilgasict

European Union Agency for Network and Information Security www.enisa.europa.eu
Safeguarding the European energy market
Dr. Cédric LÉVY-BENCHETON
Network and Information Security Expert
European Union Agency for Network and Information Security
Oil & Gas ICT Leader, Aberdeen, 19 March 2015

European Union Agency for Network and Information Security www.enisa.europa.eu 116
Summary
• Presentation of ENISA
• Focus on protecting ICS / SCADA
– ICS/SCADA certification (2013)
– Window of exposure (2013)
– Certification of skills in ICS/SCADA (2015)
• Conclusion

EU Cyber Security Strategy
• The Five strategic objectives of the strategy:
– Achieving cyber resilience
– Drastically reducing cybercrime
– Developing cyberdefence policy and capabilities related to
the Common Security and Defence Policy (CSDP)
– Developing the industrial and technological resources for
cybersecurity
– Establishing a coherent international cyberspace policy for
the European Union and promote core EU values
ENISA explicitly called upon

Presentation of ENISA
• The European Union Agency for Network and Information
Security was formed in 2004. The original mandate was
renewed and extended in 2013
• The Agency is a Centre of Expertise that supports the
Commission and the EU Member States in the area of
information security
• We facilitate the exchange of information between
communities, with particular emphasis on the EU
institutions, the public sector and the private sector

Hands on
Policy
ImplementationRecommendations
Mobilising
Communities
ENISA Activities

ENISA’s contributions to EU Initiatives and WG on
SG and ICS/SCADA Security
• EuroSCSIE
• EU-US WG on smart grids security
– EU-US Working Group on Cyber Security
and Cyber Crime (losing momentum)
• ERNCIP
– European Reference Network for Critical
Infrastructure Protection
• TNCEIP
– Thematic Network on Critical Energy
Infrastructure Protection
• DENSEK
– European Energy - ISAC
• NIS platform
• ENISA SISEC
– Smart Infrastructures Security Experts
Community
• ENISA ICS Security Stakeholder Group
120

ICS/SCADA Security
• Key underlying infrastructure in all CIIs
• “Modernised” to be used via Internet
• Not business as usual for cyber security matters
• ENISA’s work
– Certification of ICS/SCADA experts’ cyber security skills (2014)
– Ex-post analysis of security incidents in ICS/SCADA environments
(2013)
– ICS/SCADA Patching (2013)
– ICS/SCADA Testing (2013)
– ICS/SCADA Recommendations (2011)

Summary
• Focus on protecting ICS/SCADA
• Conclusion

ICS/SCADA certification (2013)
• ICS security certification
requirements could be prioritized
based on the “Damage Extent” of
consequences

Window of exposure (2013)
• Patching may not be possible for various reasons
• Patch management to enhance the security of ICS/SCADA

Certification of skills in ICS/SCADA (2015)
• Ensure security skills of all personals
– From operational to top management
– Importance in case of a crisis
• The report evaluates the needs of the sector
– List existing certification schemes
– Recommendations for a harmonised
certification scheme
Certification is part of a global approach
to enhanced cyber security

Summary
• Focus on protecting ICS/SCADA
• Conclusion

Conclusion
• ENISA’s work to enhance cyber security in ICS/SCADA
– A practical approach
– Targeted at different stakeholders
• Promote a multi-level approach
– Secure network architecture
– Patch management
– Certification of skills for every personal
Cyber Security for ICS/SCADA is a main concern for every actor

www.enisa.europa.euEuropean Union Agency for Network and Information Security
Follow ENISA:
Thank you
Dr. Cédric LÉVY-BENCHETON
cedric.levy-bencheton@enisa.europa.eu
Phone: +30 2814 409 630
Mobile: +30 6948 460 133

Matt Grist
Swire Oilfield Services
#oilgasict

Making Information Security Relevant and Real
Matt Grist – Group Information Security and Compliance Manager

The Americas:
USA & Brazil
Over 200 employees
Europe & Africa:
Head Office, UK, Norway,
West, Southern & East Africa
Over 600 employees
Asia Pacific:
SE Asia, Australia, India,
Sakhalin, Middle East
Over 50 employees
Global CCU Fleet Size:
Over 60,000
OverVu® - full service, track and trace solution

Assumptions
•The majority of the audience are not dedicated
solely to information security
•Focus on costs
•IT is often seen as being responsible for security
•Information Security and IT Security are not
(quite) the same thing

Confidentiality
Integrity
Availability

It comes down to risk (and
reward?)
•Make Information Security a business risk
•Do that by making it something that is relevant
at the ‘C’ level
•Threat is real and it will happen. Is it ‘advanced’?

Cost of Breaches 2014
£600k -£1.15m is the average cost to a large
organisation of its worst security breach of the year
(up from £450 - £850k a year ago)*
£65k -£115k is the average cost to a small business of
its worst security breach of the year (up from £35 -
£65k a year ago)*
* Source - Department for Business, Innovation and Skills Information Security Breaches Survey 2014

Threat
•1 Billion records breached in 2014
•“Chinese have penetrated every major corporation
of consequence in the US and taken information”
•Saudi Aramco
•Attacks in Norway
•POC at Black Hat 2013 – Programmable Logic
Controller
•What we don’t know

JP Morgan Chase
•May have been a set of stolen or compromised
credentials
•Failure to use two factor authentication
•Used as step off to attack approximately 90 other
servers
•76 million household customers and 7 million
businesses

It comes down to risk…. (and
reward?)
•Make Information Security a business risk
•Do that by making it something that is relevant
at the ‘C’ level
•Threat is real and it will happen. Is it ‘advanced’?
•Not just about Confidentiality. Safety,
availability, reputation etc.

Air Traffic Control Systems -
Swanwick
•Controls 200,000 square miles of airspace
•5000 flights every 24hrs
•Ageing systems – and approximately 50 different
systems
•Single line of code
•Challenge to upgrade

It comes down to risk…. (and
reward?)
• Make Information Security a business risk
• Do that by making it something that is relevant at the
‘C’ level
• Threat is real and it will happen. Is it ‘advanced’?
• Not just about Confidentiality. Safety, availability,
reputation etc.
• Consider as part of the wider Risk Management process
• Risk owner – not IT
• Risk assessment informs investment
• Red lines (are there any?)
• Rewards – collaboration, efficiency. Enabled by security.

Not (just) about IT
•Information Management
•Risk
•Vendors - ‘compliance in a box’
•Policy
•Culture, convenience, employee expectation
•Cross function collaboration
•Business focussed and driven – support efficiency
and collaboration
•Governance

Addressing the problem
•Management ownership
•Understand your environment and information
•The ‘basics’ will address much of the technical risk
•Focus on areas of risk or exception - legacy
•Monitor and report
•User education – make it not just about work
•Policy and Governance
•It will happen – have a plan (not just an IT plan)

Resources
•E&P Information Security Forum
•CISP and UK CERT
•Cyber Essentials
•ISO 27002
•Vendors

Anders From & John Mullin
Subsea7
@subsea7official
#oilgasict

Improving Collaboration
and Performance with
Unified Communications
19 March 2015
Anders From and John Mullin

150Page20-Mar-15
Subsea 7’s UC journey – so far

151Page20-Mar-15
Islands of communication technology
IM &
Presence
Telephony
Video
Conferencing
Audio
Conferencing
Mobile Telephony
Email

152Page20-Mar-15
Low hanging fruit

153Page20-Mar-15
Third party conferencing services
>$50K/
Month

154Page20-Mar-15
Lync conferencing launch
• Deployment of Lync 2010
Conferencing Server
• Sonus SBC and contract with SIP
Trunk Provider for dial in
conferencing numbers
• Procurement and delivery of
headsets to all land-based users
globally - >6,500

155Page20-Mar-15
Lync collaboration
• Collaboration with
screen sharing and
peer to peer audio
• Federation with clients
and suppliers
• Federation now active
with 35 external
business partners
allowing effectively free
communication with
them

156Page20-Mar-15
High profile communication campaign

158Page20-Mar-15
Norway Enterprise Voice pilot

159Page20-Mar-15
Next stop – Lync 2013

160Page20-Mar-15
A single communications platform

161Page20-Mar-15
UC Architecture

162Page20-Mar-15
Hub and branch architecture

163Page20-Mar-15
Next steps
• 50% targeted reduction in telephony costs globally

164Page20-Mar-15
Pitfalls and Challenges

Steve Harrison
Scottish Enterprise
@scotent
#oilgasict

Digital
Offshore
steve.harrison@scotent.co.uk

So What Is Digital Offshore?
Is it seeking to
increase the
connectivity,
the
connections
and the
connectors ...?
For Oil &Gas,
OW, Sub Sea
Mining?

Is it seeking to
encourage and
develop more
intelligent ,
safer and
smarter
devices in the
offshore
environment....
under ever
worsening
conditions?

Is it seeking to
prove the value
that can come
from the data to
reduce costs,
improve
efficiencies and
increase
safety...for all
offshore
industries?

Digital Offshore
Topics
Thursday 19th March
1. What do we mean by Digital
Offshore?
2. The Digital Offshore opportunity
3. The Challenges
4. Finding Value
5. Consultative Study
6. FAMA
Objectives
1. Share with you our thinking about
the Digital Offshore opportunity
2. Encourage you to volunteer your
companies, data, resources to
exploring these opportunities
3. Update you on our plans to
consult with you about this
opportunity and to seek your active
involvement

What do we mean by Digital Offshore?
Working Definition
• Digital Offshore is the convergence
of the technologies, data sciences
and offshore industries and plays to
the strengths that Scotland has in
Sensors / Sub Sea electronics, Big
Data / Data Sciences / Data
analytics/ data visualisation and the
Offshore Industries of E&P,
Subsea, CCS, Decom, OW. ( And
future markets)
• Digital Offshore is an economic
development opportunity for
company growth, new venture
creation, innovation &
internationalisation.

Working Definition
future markets)
Offshore
Industries:
Challenges,
Realities &
Visions
Technology:
Machines/Plant
Processing,
Control
systems
Data:
Capture,
Collecting,
Transmission,
Storage,
Analysis

Working Definition
future markets)
Offshore
Industries:
Challenges,
Realities &
Visions
Technology:
Machines/Plant
Processing,
Control
systems
Data:
Capture,
Collecting,
Transmission,
Storage,
Analysis
Sorry it was a trick
question..its all of
them and more

Steve H & Scottish Enterprise
• An Engineer – 15 years in a
Multinational – Oil & Gas Services
• A Business Professional - Strategy,
M&A, Operations, HR, Business
Development, Innovation.
• A coach, mentor & advisor
• A facilitator – helping to make things
happen
Overview
1. SE Supports individual companies to
grow ...grants/expertise/networks
2. SE develops, invests & manages
projects to help sectors to grow
– Creating conditions to encourage growth
– Removing barriers / obstacles that
prevent growth
– Identifying opportunities and investing in
resources to realise them.
“We identify and exploit opportunities for Scotland's economic growth
by supporting Scottish companies to compete, helping to build globally
competitive sectors, attracting new investment and creating a world-
class business environment.”

Digital Offshore
Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
Opportunity
1. Can Digital Technologies increase
uptime and improve efficiency?
2. Can Digital Technologies improve
prediction and reservoir modelling
accuracies?
3. Can Digital Technologies better
inform capital investment
decisions?
4. Can Digital Technologies reduce lift
cost?
However “they” have been saying that
for decades...

Data2Text
Founded 2009,
3 scientist’s + 1
entrepreneur
Merged to form
Arria NLG in
2013
Floated on AIM
in 2014 for
£100M
Current trading
at £35M and 50
data scientists

Digital Offshore
The Value of Data
• As an ICT leader do you ever
struggle to make the
business case for improved
& new technology?
• Is ICT seen as a value
investment or a cost
commodity?
• What if you could show that
your systems, network and
data can have a significant
positive impact on
performance?
Opportunity
1. Can Digital Technologies increase
uptime and improve efficiency?
2. Can Digital Technologies improve
prediction and reservoir modelling
accuracies?
3. Can Digital Technologies better
inform capital investment
decisions?
4. Can Digital Technologies reduce lift
cost?
However “they” have been saying that
for decades...

Offshore Big Challenges
When to run and when
to not...
Prediction,
Prevention,
Production

Digital Offshore
Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
(BIG) Vision’s
1. A vibrant and growing industry
cluster in Scotland & Aberdeen NOT
dependant upon proximity of
hydrocarbons and resilient to $oil
price.
2. A super cluster of high growth
companies to rival Silicon Valley as
the home for the Internet of (Energy )
Industry
3. Aberdeen regains and sustains its
reputation as the goto location of
choice for industry professionals and
companies. “Innovation City”

7 Years
From
zero to
$10Bn Val
and
$1.7Bn
Sales
Business
Model
Innovation
Can we
learn &
apply?

Digital Offshore
Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
Challenges
1. Overcoming resistance and inertia
to change....
2. Gaining access to existing data
streams so that data scientists can
explore with domain experts to
interpret.
3. The reality of
operations...equipment not
configured correctly at first
installation and never corrected since
(22 regular inspections! GIGO)
4. Talking the same language and
having the same priorities
5. Misalignment and reward...

Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
Overview
Digital Offshore
Joined Up Approach
1. A lot of activity is planned and
happening (calls & conferences)
2. Agreement to co-ordinate and
collaborate between different
organisations.
3. Working together on a 6 month
study consultation to baseline and
understand the opportunity.
4. Seeking ways to gain attention &
traction due to the current low oil
price
5. Developing a program of activity to
stimulate, encourage & support
Digital Offshore high growth
company start up’s.

Digital Offshore
Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
Pathfinders Wanted
1. Do you have a datastream or data
set that you think might have hidden
value within it?
2. Do you have a problem where you
need a business case to validate
investment in technology?
3. Do you have a digital technology or
usage case that you would like us to
test and evaluate?
We are looking for bold pathfinders .
We have resources , we want your
problems so we can prove value.
Contact: steve.harrison@scotent.co.uk
to arrange a discussion.

Digital Offshore
Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
Digital Entrepreneurs
Wanted
1. Do you have an idea for a Digital
Offshore venture but unsure where
to start?
2. Would you like to be a Digital
Offshore millionaire, but don’t have
a killer idea?
3. Do you have an idea for a Digital
Offshore technology but not the
ability to develop it?
We are looking for bold entrepreneurs.
We have resources , we want to help
you build a venture of scale & value.
Contact: graham@Elevatoruk.com to
arrange a discussion.

Digital Offshore
Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
Investigation & Study
1. Establish the current realities about
the Digital Offshore sector in
Scotland
2. Investigate what is happening
elsewhere
3. Discuss and examine the critical
constraints, challenges and
handbrakes on growth
4. Develop suggestions for investment
to ensure Aberdeen continues to
lead
We need your voice in this. If you
want to take part or even help steer
then please :
Contact: steve.harrison@scotent.co.uk
to arrange a discussion

Digital Offshore
Topics
Thursday 19th March
Offshore?
3. The Challenges
4. Finding Value
6. FAMA
Freedom to Ask Me Anything!
(But I might not answer)
Objectives
1. Share with you our thinking about
the Digital Offshore opportunity
2. Encourage you to volunteer your
companies, data, resources to
exploring these opportunities
3. Update you on our plans to consult
with you about this opportunity and
to seek your active involvement

steve.harrison@scotent.co.uk
Thank You

Ernie Lamza
OGIC
@ogicinnov8
#oilgasict

Collaborative Innovation
Ernie Lamza – Chief Operating Officer - OGIC

Collaborative Innovation
• Facilitating collaboration between academia and industry
• Delivering innovative solutions to the UKCS
• Ongoing IT Projects

The Innovation Centre Programme

OGIC – delivering demand-led innovation
• An oil & gas industry focussed broker and research
funding organisation
• Aligned to industry agenda and ‘demand’ led
• Linking industry needs to university capabilities and
‘know-how’
• Funding £10.6m secured February 2014
• Formal launch November 2014
• Targeting c. 100 projects over next 5 years
• Funding of circa £1 million per year across 20 projects

OGIC Team
• Based at the Innovation
Park in Aberdeen
• Broad oil & gas industry
technical experience
• In house project
management capability

Areas of demand – and of focus
Defined by the oil & gas industry
Asset Integrity and
Life Extension
Improving
Exploration
Outcomes
Subsea
Decommissioning
Enhanced
Oil Recovery
Production
Optimisation
Well
Construction
Shale Gas
Exploitation

OGIC – part of the oil & gas landscape
PILOT/ ILG
Technology
Leadership
Board
Industry
Council
Research
Council
UK / SFC
Innovate UK
SE / HIE
Seven
other
Innovation
Centres

0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9
Basic Research Most Government
Innovation Support
Commercial
Exploitation
Commercial Research Funding
UK Research Council Funding
(NERC, ESPRC etc)
SFC Research Excellence Grants
SFC Research Postgraduate
Grants
PublicFunding
Innovate UK funding
Innovation Centre funding
EU Project funding
Scottish Government
Scottish Enterprise / HIE funding
Where Government funding is available
Technology Readiness levels – a useful language

Delivering innovative solutions
• Criteria
• Oil & Gas
• Innovative
• Require academic input
• Economic benefit for Scotland
• OGIC funding typically £10-150k per project equating to 50% of project costs
• Company contribution 50%
• Intellectual property
• Held by company not university (or OGIC)
• Non-competing license, deferred publication and use for teaching

Industry-led governance
Board
Chair
Paul de Leeuw
CEO
Ian Phillips
Enquest
Neil McCulloch
Proserv
David Lamont
Heriot Watt
Garry Pender
ETP
Barrie
Shepherd
Oil & Gas UK
Oonagh
Werngren
SFC - observer
Keith
McDonald
SE / HIE -
observer
David Rennie
Industry Advisory
Panel
Project Review
Panels
Subsea
Seismic &
Reservoir
Characterisation
Asset Integrity
and Life
Extension
Decom
Enhanced
Oil Recovery
Production
optimisation
Shale Gas
Exploitation
Well
Construction

Delivering Innovative Solutions:
Typical project application process
Initial
company
approach to
OGIC
Company
agreed project
summary
University
expressions of
interest
Project design
evolves –
scope of work,
schedule
Project
Review Panel
approval
Contractual
negotiation
Project
delivery
Signpost to others Exit if criteria
not met

Pre-project workshops
Company approach OGIC with defined issue to be tackled
Initial problem definition, with NDA as appropriate
University expressions of interest – multiple participants
Collaborative workshop to generate potential solutions
R & D programme scoped

Projects executed
Project
approval
Projects
development
Initial
University
contacts
OGIC project hopper
~100
approaches
~18 in
discussion
2 projects
signed
Updated to 10 March 2015

Ongoing IT Projects
• Of the 20 projects in our hopper, 3 are IT based
• Topics include:
• Artificial intelligence application for logistics
• Rapid data to knowledge conversion
• Advanced imaging

Get involved
Volunteer for our Project Review Panel
Get innovating
Contact us

Thanks for listening
ernie.lamza@ogic.co.uk

Jeanette Forbes
PCL Group
@pclgroup
#oilgasict

Oil & Gas ICT Leader
2016
16th & 17th March
AECC
#oilgasict

Oil & Gas ICT 2015

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