Schlumberger Global Stewardship
A long-standing culture of social and environmental stewardship worldwide
The Schlumberger Global Stewardship journey is continuing to gain momentum as the company works with customers, investors, NGOs and other relevant organizations to achieve its environmental, social, and governance (ESG) objectives.
The most recent Schlumberger Global Stewardship Report outlines the company’s approach to ESG that is rooted in a long-standing culture of social and environmental stewardship worldwide. As a business and a community of individuals, Schlumberger focuses on areas where its organizational strengths, technological expertise, and cultural values can have the greatest impact.
The report describes Schlumberger Global Stewardship initiatives such as:
The company has developed software technology that incorporates sustainability into its engineering and operational practices by modeling efficiency gains at the wellsite that yield a lower environmental footprint. By modeling its environmental footprint relative to metrics such as emissions, air quality, water use, noise, and chemical exposure, the unique web-based software is used to evaluate potential projects related to well stimulation. This software, known as the Stewardship Tool, has played an important role in the development of many next-generation technologies, such as the BroadBand unconventional reservoir completion services and the Automated Stimulation Delivery Platform.
In 2017, Schlumberger became the first associate member of IPECA, the global oil and gas industry association for environmental and social issues. Schlumberger participated in IPIECA’s development of Mapping the Oil and Gas Industry to the Sustainable Development Goals: an Atlas, a publication describing the implications of the United Nations Sustainable Development Goals (SDGs) for the oil and gas industry and how IPIECA members may provide support in achieving these goals.
Schlumberger has a long-standing commitment to science and engineering as well as health and safety. This forms the basis of the company’s community outreach initiatives which includes programs that support science, technology, engineering and mathematics (STEM) education as well as health, safety and environment (HSE) workshops for youth—both local and global—many of which are supported by employee volunteers.
To learn more about these and other best practices, download the latest edition of the Schlumberger Global Stewardship report here.
Published Date: 09/14/2018
Sep. 11, 2018 / PRZen / GOLDEN, Colo. — The Colorado Cleantech Industries Association (CCIA) announced Modern Wellbore Solutions, Avivid Water Technology, Cold Bore Technology, and Direct-C the top presenters of the 2018 Oil & Gas Cleantech Challenge (OGCC) and Modern Wellbore Solutions as the winner of the $5,000 grand prize.
Managed in partnership with BP Lower 48, Noble Energy and ConocoPhillips, the OGCC assists the extractive energy industry in identifying new technologies to make energy development safer, cleaner and more environmentally responsible. Following an international call for applications, the partners selected 10 companies, five from the U.S. and five from Canada to present to investors and decision-makers from the oil and natural gas ecosystem.
The top four presenters of CCIA’s 2018 Oil & Gas Cleantech Challenge were:
Modern Wellbore Solutions – Winner of the $5,000 grand prize, Modern’s stackable, full-bore, fracture treatment pressure rated Multilateral Junction Tool allows access to multiple reservoirs or pay zones from one motherboard, gaining more production while lowering costs during an interventionless completion.
Avivid Water Technology – Avivid is dedicated to enhancing the world’s water resources, using advanced technologies, that reduce or eliminate the need for chemicals to purify water.
Cold Bore Technology – Cold Bore’s SmartPAD is the world’s first ECR (Electronic Completions Recorder) which is providing completion operations of the future, today.
Direct-C – Direct-C provides certainty and reliability in 24/7 leak detection monitoring for liquid hydrocarbons &/or produced water, completely free of false positives; when an alert is received, immediate actions can be taken to mitigate the leak and its impact.
“Industry executives and sponsors were extremely impressed with the presentations and how well the teams addressed the challenges posed,” said Shelly Curtiss, CCIA’s executive director. “Each year the technologies are further along in development and deployment and it becomes harder and harder to select a winner. We truly appreciate the partnerships that make this program possible and we look forward to planning a robust 2019 Challenge.”
Companies applying for the OGCC were asked to provide novel technologies capable of working on issues related to unmanned aerial vehicles, digital oilfield, items to reduce truck traffic, blockchain, space-saving items to reduce footprint, plant or biological solutions, air, water, remote/distributed power, power management, advanced materials and chemicals. Companies selected to present on September 6 included
Avivid Water Technology, LLC
Cold Bore Technology
LongPath Technologies, Inc.
Modern Wellbore Solutions, Ltc.
Vesmir Inc. (PetroDE)
In addition to industry partners, the 2018 OGCC was supported by Wells Fargo Foundation, Consulate General of Canada in Denver, Colorado Energy Office, Altira, Perkins Coie, Rocky Mountain Institute, and Metro Denver Economic Development Corporation. For more information about the OGCC, please visit www.coloradocleantech.com/oilgaschallenge/
Founded in 2008, Colorado Cleantech Industries Association (CCIA) is a statewide organization dedicated to promoting Colorado’s cleantech industries. CCIA impacts Colorado’s policies, people, products and programs that drive the expansion of a cleaner, cheaper, more efficient and secure energy economy. Through advocacy, public policy leadership, development, and education, CCIA works to ensure that Colorado is a global cleantech leader. For more information about CCIA, visit www.coloradocleantech.com.
Follow the full story here: https://przen.com/pr/33270069
IoTSWC 2018 awards Huawei, IoTerop-Synox, Nokia and Intel-ARM-Pelion for their innovative solutions
Huawei, IoTerop-Synox, and Nokia were this year’s winning companies at the IoT Awards held at IoT Solutions World Congress, the leading international industrial internet event organized by Fira de Barcelona in recognition of the best projects developed in the field of the industrial internet throughout the last year. Similarly, the solution jointly developed by Intel, ARM, and Pelion enabling users to connect any IoT device to the cloud in a matter of seconds received the award for the best testbed at the show, which is being held for the fourth time until tomorrow at Fira de Barcelona’s Gran Via venue.
In the Business Transformation category, the award went to the Huawei OceanConnect IoV (Internet of Vehicles) platform applied by the Groupe PSA car firm. This platform makes vehicles smart by transmitting data to the cloud securely, reliably and efficiently, transforms the service provided by car manufacturers and contributes to the development of smart transport.
The Industry Award went to the system for non-intrusive industrial monitoring at nuclear plants, based on smart cameras built by the IoTerop and Synox companies for Électricité de France EDF, the leading electricity generation and distribution company in France. This IoT solution is capable of managing assets and optimizing the existing equipment and maintenance tasks at the EDF Golfech nuclear plant in real time.
Nokia’s “Sensing as a Service” project won the award in the Innovative Technology category. This is a platform developed for Cellcom, a regional wireless service provider in the USA, which collects and processes data from sensors in real time and sells it in a marketplace managed on the blockchain platform. The information collected includes environmental data and data for predicting anomalies in the industrial environment, controlling hardware and monitoring production plants.
The IoT Awards also presented an award to the best of the 10 testbeds exhibited this year at IoT Solutions World Congress. The jury decided that the winner was the solution developed by Intel, ARM, and Pelion for Hitachi and Infosim, enabling its operators to plug in, connect and use any device on IoT platforms in a matter of seconds. This prototype is highly innovative, as it currently takes between 20 and 40 minutes to configure an IoT device and provision it in a cloud management system and, in most cases, prior configuration by the manufacturer or manual configuration by a qualified installer is required.
Among the finalist companies of this year’s IoT Awards were Serimag, Libelium, Tellmeplus, Witrac, Neuron Soundware, Huawei Technology, Dassault Systèmes, and Nymea.
The IoT Solutions Awards Gala was held in the Italian Pavilion at the Montjuïc venue and brought together the main actors in the international industrial internet field.
Barcelona, October 2018
Data from KPMG’s 2018 Oil and Gas CEO Outlook, released Oct. 10, reveals that globally, almost all oil and gas CEOs believe new technology creates opportunities. Eighty-five percent are piloting or have already implemented Artificial Intelligence (AI).
However, only 59 percent feel their organization is an active disruptor in their own sector, and 57 percent feel that the lead times to achieve significant progress on transformation can be overwhelming
“Technology is disrupting the status quo in the oil and gas industry. AI and robotic solutions can help us create models that will predict behavior or outcomes more accurately, like improving rig safety, dispatching crews faster, and identifying systems failures even before they arise. This level of predictability can have a profound impact on our industry, said Regina Mayor, Global Sector Head, Energy, and Natural Resources, KPMG.
When asked about the biggest long-term benefits of AI, 46 percent of CEOs indicate an acceleration of revenue growth, 39 percent indicate increased agility as an organization, and 39 percent point to improved risk management, all within a three-year time frame. Further, they indicate high levels of confidence in their organizations’ digital transformation programs, AI systems, and robotic process automation.
Further, 58 percent of O&G CEOs feel AI and robotics technologies will create more jobs than they eliminate. In fact, 93 percent of CEOs expect an increase in industry-wide headcount over the next three years.
As oil prices remain elevated, industry confidence is up and CEOs are setting their sights on growth opportunities, with 85 percent very confident or confident on industry growth, and 88 percent very confident or confident on company growth prospects.
As part of their growth strategies, 83 percent of O&G CEOs anticipate a moderate to a high appetite for M&A activity over the next three years, largely driven by the need to reduce costs through synergies/economies of scale; a speedy transformation of business models; increased market share and low-interest rates.
“The higher price of oil is playing a significant role in driving a more positive sentiment across the industry,” said Mayor. “Executives are really honing in on ways they can improve internal efficiencies through strategic M&A moves and the use of robotics, AI and other means of digitalization across the industry.”
Despite a rosy outlook, there are still concerns and threats to achieving growth. Among the biggest threats to, 23 percent of CEOs point to emerging/disruptive technology risk, 20 percent say environmental and climate change risks and 18 percent point to a return to territorialism are most concerning.
Publisher by: Laxman PaiWednesday, 10 October 2018 23:36
Published on Feb 7, 2017
From the perspective of business, engaging employees is critical to developing and advancing a company’s sustainability goals. The feeling is mutual from the perspective of current, not to mention future employees: A company’s sustainability goals are important to the process of attracting and retaining the top talent.
But meaningful engagement across the entire spectrum of a company’s operations can be challenging. Many employees are often unsure how their job roles connect with a company’s sustainability programs and strategies, and many companies find it challenging to integrate — and inspire — leadership on sustainability in the day-to-day activities in their workforce. The net result: Employees often end up being an underused and undermotivated resource in a company’s sustainability journey.
Dow recognized these challenges early on and began to address them with its company-wide commitment to 2015, and now, 2025 Sustainability Goals, which have sought to redefine the role that business plays in society. A primary objective of the goals is to mobilize the human element — employees, suppliers, customers and the communities in which they live and work — to improve the well-being of people the world over.
To take the 2025 goals to the next level within the company, Dow collaborated with the Erb Institute of the University of Michigan in 2017 to design and launch the Dow Sustainability Academy. The Dow-Erb partnership has proven to be incredibly successful, productive, fun and, yes, sustainable. Dow brought to the table its decades of experience on making business sustainability real, and Erb brought its 20-year track record of being at the leading edge of research and teaching at the intersection of business, society and the environment.
The result of this partnership is a business-sustainability leadership and development program that provides Dow employees with the tools and insights they need to bring sustainability into their daily work. As part of the academy, Dow employees — selected as part of a competitive, application-based process — spend a week in training at the Erb Institute.
During this time, they learn from and interact with some of the world’s leading experts on a wide range of topics, from making the business case for sustainability and the policy backdrop against which business sustainability unfolds, to hands-on tools for implementing the elusive triple bottom line. When the in-class sessions come to a close, academy participants work on real-world projects related to one of the Dow sustainability goals and are given six months to use what they learned in Ann Arbor to complete them.
Recently, we had the pleasure of watching project teams from the second group of academy members present their project solutions to Dow leaders, as well as to the next contingent of employees chosen to be part of the academy. Each team passed along their advice to their successors in the academy, and it struck us while we listed to them that their learnings apply to not only academy participants but to anyone seeking to collaborate, stretch and grow at their company and in their career.
Here’s some of what we heard:
Avoid solutions that are attractive only because they are obvious or easy. One team was asked to determine the theoretical limits of how much emissions can be reduced from each Dow site, plant, equipment and technology. The aim was to help Dow achieve its 2025 Operations Sustainability Goal of growing the company globally over the next decade without allowing the company’s greenhouse gas emissions to exceed its 2006 baseline.
Team members had to reach outside their area of expertise and talk with dozens of people across Dow sites to understand and catalog the possible opportunities. By asking questions and — importantly — challenging assumptions about what previously were thought to be the performance range of various technologies and equipment, the group was able to identify additional, significant opportunities for reducing emissions.
When you face challenges, remember that your vision and passion are your North Star. All the projects carried out by academy participants require engaging in complex systems and with multiple stakeholders. In this kind of environment, sustainability objectives aren’t easy to define, and decisions must be made in an information-rich environment characterized by high levels of uncertainty.
One team, tasked with reducing food waste at a Dow site as part of the company’s goal to advance a circular economy, admitted that it was easy to get lost in rabbit holes or mired in red tape. However, by being true to their vision of what was possible, and by being persistent — “no” was not an acceptable answer — they were able to find both a workable solution for composting at a Dow site and identify local groups receptive and able to receive the compost.
Make “change agent” part of your job description. There’s a saying at Erb: When it comes to sustainability in business, be prepared to invent the job you want and then go do it. In other words, don’t wait to be anointed; being a change agent is a title you can bestow upon yourself.
The same goes for participants in the academy. One group was tasked with identifying a single project that aligned neatly with Dow’s valuing nature goal; the requirements were that the project had to be good for business but even better for the natural environment. Rather than identifying just one project, members took it upon themselves to identify one project each, for a total of three. From creating sustainable prairie habitat at company headquarter and planting native grasses to reduce erosion at a Seadrift, Texas, site to waste reduction at a plant in Freeport, Texas, these projects were heralded for their ability to cut emissions, rehabilitate the environment and bring business value to Dow.
As we get set to embark upon our fourth Dow Sustainability Academy, we could not be more delighted by what we have seen from those who have graduated from it. By thinking critically and creatively about sustainability’s role on the job, employees not only found answers to drive Dow’s sustainable practices but established critical leadership skills.
They learned to apply ingenuity and entrepreneurial spirit to address sustainability challenges and to respond to sustainability opportunities.
They began to see those sustainability decisions are real opportunities for setting and then achieving objectives and that business sustainability really is a journey that will require vision, leadership and course corrections along the way.
And they found that no matter their job titles, they actively could incorporate tools for sustainability into their jobs — and into their lives outside of work — in order to be champions for lasting, positive change.
That’s a win for employees, for Dow and Erb, and — most importantly — for society
Siemens and Southern Idaho Solid Waste announce the commissioning of landfill gas-to-energy project
Siemens gas engines generating electrical power from landfill gas to provide energy for approximately 2,000 homes in Idaho
Two engines convert 1,000 tons of landfill waste daily into energy
The project marks successful use of Siemens’ highly-energy-efficient engines to capture and use methane