PRESS RELEASE: Oildex Announces OpenTicket 0

Oildex, the leader in financial automation solutions for the oil & gas industry, today announced OpenTicket, the next generation of the company’s digital field ticket solution. OpenTicket is the industry’s only comprehensive, end-to-end cloud-based platform that provides both operators and service providers with all the software they need to generate, review and approve digital field tickets. New capabilities of OpenTicket include a dedicated mobile application that supports both online and offline generation of digital field tickets, support for Drilling & Completions (D&C) and Lease Operating Expense (LOE) organizations, and processing optimizations that speed payments, improving operator/supplier relationships.

“Highly inefficient paper field tickets are the last obstacle to overcome when it comes to automating and digitizing the oilfield,” said Craig Charlton, CEO of Oildex. “OpenTicket solves this problem and allows service providers to quickly and easily submit field tickets while allowing operators to quickly and easily approve those field tickets. Coupled with our OpenInvoice platform and recently announced Supply Chain Finance program, we are creating the most efficient source-to-settle ecosystem in the oil & gas industry.”

New Capabilities in OpenTicket

  • Complete solution for both operators and service providers: Through online portals for both operators and suppliers, OpenInvoice integration, a cloud-based collaborative workflow engine, integration APIs and a dedicated mobile application, OpenTicket is a complete solution for both service providers generating and submitting field tickets, as well as operators adjudicating and approving field tickets.

  • Offline mobile support for service providers: A native iOS and Android mobile app allows for the creation of digital field tickets as work is completed with Store and Forward functionality, so it works even when service providers are offline. The application features a user interface designed with the needs of service providers working in the field in mind.

  • Support for Drilling & Completions (D&C): New OpenTicket D&C functionality including rentals support, as well as integration with industry-leading morning reporting systems to provide accurate up-to-the-minute cost information from field tickets submitted via the mobile app.

  • “Virtual Company Man” capability: For Lease Operating Expense (LOE) production operations field supervisors, OpenTicket provides a ‘virtual company man’ capability whereby service provider personnel become members of a virtual team, allowing the field supervisor to be aware of all operations and costs across a broad geographic territory in near real time.

  • Optimized processing expedites approval enables ‘Pay on Ticket’: Several new processing improvements such as automated price book reconciliation allow OpenTicket to significantly decrease the time associated with the approval, invoicing, and payments, leading to improved operator/service provider relationships.

“With the introduction of OpenTicket, Oildex seems to have figured out a solution to a problem that has plagued the oilfield services industry since the very beginning,” said Bob Cohen, Research Director, Ardent Partners. “Oildex has streamlined the field ticket process by offering reconciliation with price books and purchase/work orders, added support for auto-approval scenarios that automatically ‘flip the ticket’ into an invoice, and applied AP workflow and approval capabilities to the field ticket automation process.”

By removing the use of traditional paper field tickets, OpenTicket improves safety by eliminating unnecessary travel, makes all field ticket information analyzable data to support analytics initiatives, gives field supervisors complete visibility into all activities and costs, and automates compliance and reconciliation processing to expedite approvals and payments. OpenTicket fully integrates with OpenInvoice to create a seamless and automated platform for submitting field tickets and creating digital invoices for review and approval.

Packaging and Availability
Formerly known as OpenInvoice Field Ticket, OpenTicket is available now. Operators can subscribe to OpenTicket and purchase OpenTicket Mobile seats they can distribute to their service providers. Existing Field Ticket subscribers will be able to obtain OpenTicket Mobile licenses from Oildex. As an agile development shop, Oildex updates OpenTicket every month. While most of the new capabilities in OpenTicket are already available, some including D&C functionality is planned to be available this summer.

About Oildex
Oildex is transforming the way the oil and gas industry connects, collaborates and automates. More than 1,100 operators, 67,000 service providers, dozens of financial institutions and millions of mineral rights owners use the Oildex Network to seamlessly and securely collaborate with their business partners, automate critical business processes, eliminate the high cost and errors associated with the handling of paper, and obtain access to key data to make more informed business decisions. Oildex is headquartered in Denver and has offices in Calgary; Houston; Austin; Fayetteville, Arkansas, and Tennessee. Learn more about Oildex at http://www.oildex.com.

Contact:
Andy Prince
Public Relations
(512) 289-4728
andy.prince@oildex.com

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DeepArmor Endpoint Protection by SparkCognition 0

The DeepArmor endpoint protection platform uses the power of big data and our patented machine learning algorithms to prevent the most advanced, modern-day attacks. Find out how DeepArmor can add a cognitive layer to your security

Halliburton forms strategic agreement with Microsoft and Accenture to advance digital capabilities 0

HOUSTON – July 17, 2020  Halliburton (NYSE: HAL), Microsoft Corp. (Nasdaq: MSFT) and Accenture (NYSE: ACN) today announced they have entered into a five-year strategic agreement to advance Halliburton’s digital capabilities in Microsoft Azure.

Under the agreement, Halliburton will complete its move to cloud-based digital platforms and strengthen its customer offerings by:

  • Enhancing real-time platforms for expanded remote operations,

  • Improving analytics capability with the Halliburton Data Lake utilizing machine learning and artificial intelligence, and

  • Accelerating the deployment of new technology and applications, including SOC2 compliance for Halliburton’s overall system reliability and security.

Halliburton logo“The strategic agreement with Microsoft and Accenture is an important step in our adoption of new technology and applications to enhance our digital capabilities, drive additional business agility and reduce capital expenditures,” said Jeff Miller, Halliburton chairman, president & CEO. “We are excited about the benefits our customers and employees will realize through this agreement, and the opportunity to further leverage our open architecture approach to software delivery.”

“Moving to the cloud allows companies to create market-shaping customer offerings and drive tangible business outcomes,” said Judson Althoff, executive vice president, Microsoft’s Worldwide Commercial Business. “Through this alliance with Halliburton and Accenture, we will apply the power of the cloud to unlock digital capabilities that deliver benefits for Halliburton and its customers.”

Accenture logoThe agreement also enables the migration of all Halliburton physical data centers to Azure, which delivers enterprise-grade cloud services at global scale and offers sustainability benefits. Accenture will work closely with Microsoft, in conjunction with their Avanade joint venture, to help transition Halliburton’s digital capabilities and business-critical applications to Azure. Accenture will leverage its comprehensive cloud migration framework, which brings industrialized capabilities together with exclusive tools, methods, and automation to accelerate Halliburton’s data center migration and provide for additional transformation opportunities.

“Building a digital core and scaling it quickly across a business is only possible with a strong foundation in the cloud,” said Julie Sweet, chief executive officer, Accenture. “Halliburton recognizes that this essential foundation will provide the innovation, efficiency and talent advantages to do things differently and fast. We are proud to be part of driving this transformational change, which builds on our long history of working with Halliburton and Microsoft.”

The companies expect to complete the staged migration by 2022.

About Microsoft

Microsoft (Nasdaq “MSFT” @microsoft) enables digital transformation for the era of an intelligent cloud and an intelligent edge. Its mission is to empower every person and every organization on the planet to achieve more.

About Halliburton

Founded in 1919, Halliburton is one of the world’s largest providers of products and services to the energy industry. With approximately 50,000 employees, representing 140 nationalities in more than 80 countries, the company helps its customers maximize value throughout the lifecycle of the reservoir – from locating hydrocarbons and managing geological data, to drilling and formation evaluation, well construction and completion, and optimizing production throughout the life of the asset. Visit the company’s website at www.halliburton.com. Connect with Halliburton on FacebookTwitterLinkedInInstagram and YouTube.

About Accenture

Accenture is a leading global professional services company, providing a broad range of services in strategy and consulting, interactive, technology and operations, with digital capabilities across all of these services. We combine unmatched experience and specialized capabilities across more than 40 industries — powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. With 513,000 people serving clients in more than 120 countries, Accenture brings continuous innovation to help clients improve their performance and create lasting value across their enterprises. Visit us at www.accenture.com.

For Microsoft

Microsoft Media Relations
WE Communications for Microsoft
(425) 638-7777
rrt@we-worldwide.com

For Halliburton

Investors:
Abu Zeya
Halliburton, Investor Relations
Investors@Halliburton.com
281-871-2633

Media:
Emily Mir
Halliburton, Public Relations
PR@Halliburton.com
281-871-2601

For Accenture
 Christian Harper
Accenture Media Relations
Christian.harper@acccenture.com
516-434-8615

To make sustainability real, make it personal 0

Neil Hawkins and Joe Árvai

Marc-Grégor Campredon 

Dow employees applying real-time learnings from the Sustainability Academy to their team project, designed to support one of Dow’s 2025 Sustainability Goals.

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

 

Source: GreenBiz

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