►
From YouTube: INDUS Oil & Gas SIG Meeting on 3rd June 2022
Description
Please find the agenda that was covered in this meeting:
• 10:30 - 10:45: Welcome Note
• 10:45 - 11:30: Moving Customer to Cloud with SAP RISE - Pushkar Bhat, SAP India
• 11:30 - 11:50: Customer Session: Numaligarh Refinery , the first downstream Oil and Gas company live in S/4 HANA shares the journey- Mriganka Sharma
• 11:50 - 12:20: Increase Asset Uptime with Remote Inspection: 30 mins Rajesh Sanwatsarkar, Team Viewer
• Digital Interventions in the Changing Paradigm of Oil and Gas Industry - Anirban Mukherjee, BCG
A
A
A
A
A
A
E
A
A
A
E
E
B
D
B
A
So
now
the
journey
of
hana,
which
I
think
so
everybody
is
key
in
every
organization
and
including
us,
so
we
are
just
working
towards
it,
how
to
go
about
it
with
different
partners
and
all
understanding
the
process
of
it.
So
this
session,
which
is
there
on
hana
by
nrl,
I
think
so.
This
will
give
insight
to
us
how
this
journey
of
hana
was
taken
by
then,
and
some
clues
will
take
it
from
that,
and
maybe
it
could
be
used
in
our
process
of
migrating
to
hama.
E
D
So
I
take
care
of
as
part
of
indus,
I'm
the
board
member
of
indus
and
take
care
of
the
special
interest
group
for
oil
and
gas
as
well
so
good
to
interact
with
you
and
hope
to
have
this.
You
know
session
productive
for
all
of
us
and
maybe
the
next
session.
I
would
if
everything
goes
well,
we
may
do
it
in
person.
E
G
E
A
G
B
Good
morning
to
all
I
am
riganka
sharma
from
refinery
limited,
so
I
have
been
associated
with
the
journey
of
a
recipe
in
new
maligor,
so
I
was
a
part
of
the
team
member
when
we
implemented
sapi
in
2005.
Recently
we
upgraded
our
system
to
s4hana
and
we
have
went
live
february
this
year.
So
I
was
part
of
that
team.
Also.
B
A
Good
morning
I
am
washing
decker
presently
heading
erp
department.
Previously
I
was
selling
I.t
department
recently
I
have
taken
over
the
charge
and
thanks
to
manuji
and
sandeep
ji
for
making
me
part
of
this
indus
group.
This
is
the
first
time
interaction
with
all
of
you
and
I
have
seen
the
topics
and
it's
for
me.
It's
very
interesting
because
we
are
in
the
process
of
our
next
program
journey
towards
s4hana,
so
looking
forward.
Thank
you.
D
So
maybe
I
brief
about
you
know
indus.
So
indus
is
a
you
know,
non-profit
body,
which
we
call
for
india
user
group
of
sap.
It
is
for
sap
customers.
You
know
to
represent
those
user
group
with
sap.
You
know,
for
if
they
have
some
thing,
some
given
says
or
if
they
want
to
communicate
something
to
sap.
So
this
body
takes
care,
so
it
is
governed
by
the
board
of
the
members,
and
currently
our
chairman
is
mr
vijay
city
and
other
cios
from
various
other
companies.
D
You
know
are
the
board
members
and
under
this
we
have
special
interest
group,
so
special
interest
group.
Let's
say
today
this
special
interest
group
for
oil
and
gas,
then
the
same
kind
of
a
structure
is
there
for
automobiles
pharma.
So
at
an
industry
level
also
we
collaborate
and
the
idea
is
to
share
their
experience.
You
know
what
they
have
done
and
you
know
so
that
other
members
who
are
in
their
journey
they
can
take.
You
know
the
advantage,
because,
ultimately
we
come
from
the
same
industry,
so
a
lot
of
things
are
shared.
Sometimes
we
need.
D
D
I
think
that's
the
purpose
of
this
interest
group
and
we
are
doing
a
lot
of
events
also
so
up
till
now,
for
past
two
years,
all
the
events
were
working,
but
now
slowly
we
are
moving
to
the
physical
events
like
in
the
special
interest
group
for
oil
and
gas.
We
had
couple
of
you
know
these
meetings
at
vp
cell
office,
iocl
hml
in
the
naira
office.
Also,
so
maybe
you
know
the
next
meeting.
D
If
everyone
agrees,
maybe
you
know,
one
of
us
can
be
volunteer
to
host
that
meeting
in
person,
because
I
believe,
of
course,
virtual.
It's
good.
You
know
it's
not
that
okay,
it
hampers
or
you
know,
but
the
productivity
is
there,
but
in
person
when
we
meet
you
know
a
lot
things
get
settled.
So
maybe
let's
plan
for
the
next
meeting
in
person.
If
any
company
wants
to
be
volunteer,
we
all
happily
to
be
in
their
office
for
a
day,
for
you
know
to
meet
so
once.
E
A
little
bit
change
in
the
order.
It
will
happen.
So
the
overall
agenda
today
is
that
we
would
have
a.
We
would
take
you
through
what
is
rise,
which
is
the
latest
offering
which
sap
is
suggesting
to
the
customer
so
that
they
can
move
forward
fast
forward
on
their
innovation
journey,
which
will
be
taken
by
booster.
E
But
we
kept
it
at
the
first,
but
pushkar
is
facing
some
piece
of
his
laptop
issues
and
he's
trying
to
resolve
so
briganka
sharmaji
from
nrl
would
be
sharing
the
nrl
story
of
how
they
are
born
with
this
book.
So
migankaji
would
first
start
with.
He
would
be
the
first
one
to
start
and
then
pushkar
would
join
by
the
time
his
laptop
would
be
ready,
and
then
we
will.
E
We
have
a
session
from
teamviewer
who
would
be
speaking
on
how
you
can
do
a
remote
asset
inspection
or
do
the
training
to
virtually
through
augmented
reality,
and
last
we
have
a
speaker
from
bcg
who
would
be
advising
us
on
because
of
the
current
scenario,
which
is
going
on
how
the
organization
should
restructure
their
digital
strategies
so
that
they
can.
They
can
basically
align
with
the
overall
environment,
which
is
happening
so
without
much
of
a
delay.
I
would
request
briganka
to
start
his
session.
I
will
make.
E
E
B
A
very
good
morning
to
all
right,
first
of
all,
I'd
like
to
thank
the
organizers
of
indus
oil
and
gas
as
sic
lit,
to
take
the
annual
case
of
its
journey
towards
intelligent
enterprise
s4hana,
I'm
rikanko
surma
from
the
molecular
refinery
limited
so
the
agenda
covered
in
this
presentation
or
erp
journey
of
nrl,
so
thereafter
journey
towards
s4hana,
a
snapshot
of
the
systems
that
we
have
integrated
with
sap
system.
The
conversion
challenges
to
s4hana
that
we
face
esperanto
conversion
phases
that
we
went
through
at
nrl.
B
The
conversion
methodology
that
we
followed
the
project
hurdles
that
we
encountered
and
we
overcame
during
the
project,
handling
of
sense
management,
improvements
that
we
have
observed
in
espana
over
ecc
and
our
experiences
and
learnings
from
this
project.
We
have
presented
in
the
problem
critical
success
sectors.
B
B
Similarly,
ip21
process
historian
to
get
the
process
related
data
into
sap,
mostly
temperature
density
and
tank
level
for
doing
the
stock
accounting
at
sap
banking
system
for
receiving
payment
from
the
customers
and
making
him
into
our
vendors
are
few
to
mention
so
over.
Here
we
have
established
synergies
with
the
oil
companies,
both
upstream
and
downstream,
using
sfp
platform
in
the
form
of
b2b.
B
B
So
this
discussions
were
there
at
what
modifications
or
improvement
can
be
done
in
ecc
platform.
But
using
these
discussions
after
getting
the
requirements
from
the
users,
it
was
suggested
that
it
is
better
to
go
for
another
platform
rather
than
doing
any
improvement
in
each
system
and
which
was
in
alignment
with
our
digital
roadmap
of
nrl.
B
B
So
then,
it
became
a
case
for
us
to
ponder
upon
going
for
hana
since
all
the
functionalities,
as
we're
told
that
were
available
in
hana,
which
we
are
doing
in
ecc,
and
at
that
time,
hana
2018
person
was
released.
Ruth
was
a
quite
stable
person
and
the
discussion
also
happened
whether
to
go
for
single
step
migration
or
to
follow
the
two-step
migration,
because
at
that
time
many
companies
in
india
were
doing
only
database
migration
to
hana,
leaving
the
application
components
aside.
B
C
B
Our
main
powers
were
also
rationalized
on
the
strength
of
these
interfaces,
but
most
of
the
interfaces
were
done
using
the
web
services
and
rxs,
and
these
experts
also
told
us
that
these
are
manageable
and
these
are
compatible
in
esperanto.
That
gave
us
an
additional
comfort
for
going
for
esperanto.
B
So
as
for
hana
without
deteriorating,
the
performances
was
also
a
matter
of
concern
for
us
at
that
point
of
time,
and
our
sap
system,
as
I
showed
in
the
previous
slide,
was
integrated
with
multiple
systems
and
some
of
the
for
some
of
the
customized
processors.
There
are
certain
qe
users
and
who
were
accustomed
with
the
transactional
processes
under
that
customer's
process.
A
B
Pre-Conversion
is
it
is
the
initial
stage,
so
we
find
it
compatibility
of
the
components,
different
components
in
ssc
for
hana
migration
was
dead
and
data
consistency
was
also
carried
out.
Expensive
dataset
was
done,
and
during
conversion
phase
use,
the
software
update,
migrate,
migrate,
upgrade
tool
again
manager
tool
carried
out.
A
performance
release
upgrade
install
the
enhancement
packages,
apply
these
support
packages,
installation
of
attention
add-ons.
And
finally,
this
conversion
was
done
to
ask
from
ecp
both
conversion.
B
B
B
B
So
after
go
live,
actually
we
copied
the
ecc
your
s400
production
to
s4
hana
quality
server,
so
there
is
a
period
of
almost
one
month,
which
is
hard
please,
so
no
changes
were
allowed
so
to
take
care
of
any
statutory
changes
which
may
come
up
at
that
point
of
time
we
created
a
temporary
depth
server
of
ecc
and
created
the
transport
route
through
that
temporary
dev
server,
and
we
made
only
one
or
two
sensors
related
to
that
so
which
and
later
on.
Subsequently
we
made
these
changes
in
hana
development
server
manually.
B
Performance
management
atm
connector
we
found
as
incompatible
on
420
20
percent
during
the
pre-conversion
phase,
and
also
we
found
discrepancy
in
quality
conversion
interface,
which
we
are
doing
using
api
sequel
routine
in
ecc,
so
that
we
came
to
know
during
post
conversion
when
we
started
the
testing,
we
started
testing
this
system,
so
it
we
landed
up
in
the
situation
of
go
and
no
go
at
that
point
of
time.
So
what
we
did?
B
B
So
handling
the
sense
management
is
also
essential
in
such
project,
so
actually
former
budgeting
is
not
supported
in
s400.
So
so,
during
the
education
period,
we
have
to
migrate
to
budget
control
system
and
similarly,
customers
and
vendors
are
converted
to
business
partners,
so
this
and
xd01
and
these
transactions
are
not
supported,
so
people
that
transactions
you
have
to
use
in
s4hana.
B
Similarly,
in
sd
actually
static
management,
customer
trading
management,
which
earlier
in
ecc,
was
part
of
every
function.
Now
in
sap,
he
has
resisted
to
financial
supply,
chain
management
management,
so
understanding
the
processes
and
changes
that
have
happened
in
4hana
and
transactions.
An
acquaintance
of
this
transaction
for
the
users
was
also
a
challenge.
Actually,
we
conducted
several
rounds
of
training
to
the
users
and
also
these
system
control
software.
They
are
in
ecc
in
this
area,
so
we
have
to
carry
these
sensors
forward
in
as4hana.
B
B
Some
of
the
improvements
that
we
have
observed
in
hana
platform
overseas
here
so
yes,
transaction
processing
has
become
faster
compared
to
ecc,
and
we
have
seen
some
visible
improvement
in
speed
in
report
generation
hana.
We
feel
that
is
the
platform
with
capability
for
developing
analytical
reporting
and
we
feel
it's
the
beginning
of
another's
journey
for
intelligent
enterprise
and
try
to
leverage
this
foundation
to
realize
more
benefits,
we'll
try
to
add
up
more
of
the
some
use
cases
in
future
so
that
we
can
get
benefit
out
of
this.
B
Lastly,
our
experiences-
actually,
we
have
presented
here
in
the
form
of
critical
success
factors,
so
what
we
feel
that
the
person
of
the
project
length
we
do
eating
a
proper
milestone
is
very
important,
especially
when
we
have
to
work
in
a
remote
mood
there.
A
lot
of
coordination
is
required
and
on
dating
members,
so
standardization
of
resources,
so
that
we
can
adhere
to
the
timelines.
This
is
also
important,
if
any
suppose
milestone
is
raised,
then
how
we
can
make
up
in
this
subsequent
time
period.
B
And
involvement
of
the
business
users
for
scenario
testing
is
very
important
and
somewhere
many
of
the
times.
Actually,
we
found
that
these
business
users
were
busy
at
first
their
regular
work.
We
could
not
get
their
times
also,
so
we
feel
that
knowledge
of
the
coding
members
on
the
business
process
is
very
important
so
that,
without
the
business
users
also,
we
can
carry
forward
and
very
important
is
this
skill
set
of
the
implementing
agency
for
resolving
the
technical
issues.
Kindly
is
also
very
important
for
first
project,
so
this
is
our
learning
evolved
from
this
project.
A
B
Supposedly,
actually
I'll
take
a
about
this
death
report
so
suppose
daily
we
are
generating
almost
600
invoices,
so
we
found
that
in
increasing.
If
we
have
to
generate
the
report
for
one
month,
it
took
almost
10
to
15
minutes,
depending
on
the
system
load.
Now
that
report
we
can
generate
in
less
sometimes
less
than
one
minute
or
maximum
one
and
a
half
minute,
okay,
so,
similarly
in
transactions
also,
we
could
automate
many
of
the
transactions
that
become
faster.
B
That
is
the
actual
compatibility
in
as4hana,
we
have
to
say,
and
we
have
to
carry
out
the
testing.
That
is
why
I
mentioned
that
the
skill
set
of
the
implementing
essence
is
also
required,
actually
so
that
when
we
compared
the
processing
of
the
g
transaction
with
a
ecce
any
tuning,
if
it
is
required
to
make
this
system
this
course
compatible
on
s4hana,
that
can
be
done.
A
A
B
No,
we
did
not
find
any
clustering
actually
so,
whatever
processes
that
we
had
in
ecc,
so
we
carried
forward
those
processes
as
it
is,
but
we
made
changes
in
assets
in
china
and
where
we
got
some
improvement
in
the
processing
speed,
because
in
each
also
our
processes
were
especially
in
case
of
sv.
It
was
highly
customers,
so
our
right
from
indenting
to
the
invoicing.
These
processes
are
almost
automated
using
the
task
interface,
so
this
transaction
happens
at
the
background,
because
users
don't
have
to
do
the
transaction,
it's
even
reconnected.
A
In
fact,
especially
for
rail,
the
entire
process
needs
to
be
customized.
So
do
you
have
a
kind
of
a
session
with
the
potential
customer
who
are
on
ecc
and
willing
to
you
know,
move
or
try
come
to
that
s4
hana?
Are
you
planning
to
have
kind
of
a
session
with
them?
You
know
that
these
are
the
business
processes
which
can
be.
You
know,
managed
through
standard
in
s4.
B
It
was
almost
48
hours.
Actually,
we
took
this
downtime
in
the
weekend.
It
started
actually
in
this
start
in
your
friday
night
after
the
completion
of
the
loading
and
this
system
was
ready,
I
mean
sunday
before
midnight
and
we
could
do
some
transitional
missile
reports
like
we
could
do
even
before
monday
morning.
B
System
and
other
systems
actually
from
those
systems,
data
are
coming
to
ip21
as
a
process
historian
from
ip21.
We
are
taking
this
data
mostly
related
to
your
tank
level,
tank
temperature
and
density
and
in
final
management.
Also,
we
are
using
those
data
so
for
doing
the
stock
accounting.
We
are
using
this
buffy
and
mostly
puppies
for
doing
the
stock
accounting
hosting
the
movement
in
that
week.
A
G
B
No,
I
think
so
when
k1
is
not
a
transactional
station,
it's
a
process
historian.
Only
there
are
tags
corresponding
to
the
equivalence
actually,
so
indeed
those
states,
actually
the
values
are
updated
at
a
duration
of
supposed
two
minutes
so
which
is
time
time.
So
whenever
we
have
to
update
any
movement
in
sap
against
the
tank
movement,
so
we
can
take
the
data
tank
level,
tank
temperature
and
density
from
ip29
and
carry
out
the
posting
in
sap
bookstore.
We
can
update
in
http.
B
E
Thank
you
so
in
the
interest
of
time,
yes,
probably
you
can
post
your
question
on
the
chat.
There's
a
message
from
ashok
kumar
ji
for
megan
khaji.
He
said:
please
share
few
inputs
on
team
sizing,
I
think
by
team
sizing
he's
winning
the
fight
team
sizing
or
the
business
needs.
I
think
we
can
give
certain
inputs
on
how
we
report.
E
G
B
Yeah
from
another
site,
actually
as
a
quality
member,
because
very
few,
we
are
almost
seeing
six
people
who
are
constantly
working
in
this
project
and
from
the
user
community.
Also
for
testing
this
scenario.
We
hire
people
at
different
point
of
time,
but
of
course
we
got
the
support
from
the
implementing
partner,
sap,
india.
We
are
doing
the
aggression.
E
E
Which
is,
and
also
ioc,
and
some
of
the
changes
which
had
to
be
with
the
organization
should
do
when
they
are
going
on
continue
so
with
nrl,
whatever
we
can
circulate
to
all
of
them,
because
that
would
be
an
essential
part
for
all
of
the
organizations.
So
maybe
we
will
take
it
with
an
action
again
we
will
circulate.
E
From
yeah,
this
question
is
from
ioc
and
similarly
same
question
had
come
from
also
mr
porter.
So
probably
we
can
understand
and
then
we
can
circulate
basically
a
paper.
What
has
to
be
taken
here
and
what
are
the
special
tuning,
which
needs
to
be
done
which,
which
the
organization
would
factor
in
their
project
plan.
E
E
B
E
B
E
E
Yeah
you
can,
you
can
respond
on
the
chat
so
that
it
is
available
to
all,
and
we
can
we'll
share
you
all
the
questions
and
answers
to
one
so
that
it
is
clear.
So
in
the
interest
of
the
time
our
next
session
would
be
taken.
We
are
moving
ahead
and
thanks
for
all
the
responses
and
the
positive
interaction
and
thanks
bringing
for
the
session
now,
the
next
session
is
on
yeah.
When
you
had
an
nrl
had
gone
for
s4,
probably
at
that
time
sap
didn't
have
the
offering
otherwise.
E
Today,
maybe
we
may
be
also
speaking
that
with
rice
given,
but
yes,
definitely
next
time
next
opportunity,
we
will
have
another
one.
So
fap
has
recently
come
out
with
an
offering
called
rice.
There
is
a
lot
of
interest
on
it,
and
people
are
trying
to
understand
that.
What
is
what
can
be
done,
how
it
can
be
done,
and
so
that's
I
have
invited
the
best
expert
in
india
on
rice,
which
is
pushkarvat
and
floor
is
used.
E
E
G
What
have
been
the
sources
of
benefit
that
customers
have
gone
ahead
and
got
out
of
moving
price
and
the
most
important
there
will
be
sure
a
lot
of
questions
around
licensing,
particularly
in
the
context
of
cloud.
So
we
will
try
and
cover
some
of
these.
So
I
am
going
to
be
brief
in
terms
of
my
slides,
but
what
I
will
try
to
do
is
that
cover
the
basic
comments
of
what
this
offering
is
all
about
and
and
why
we
have
gone
about
going
ahead
and
creating
it.
G
G
G
Automation,
correct,
is,
is
something
that
is
becoming
again
extremely
important,
so
use
of
data
and
analytics
for
driving
strategy,
driving
operations
and
driving
automation,
and
then
the
third
is
you
know:
how
are
you
going
to
go
ahead
and
relocate
your
processes,
because
the
processes
that
you
read
you
know
designed
and
put
in
place
in
you
know
1999
and
2000.
You
know,
2005
are
obviously
begging
for
a
change
in
today's
loan,
and
so
that
brings
me
to
how
sap
thought
of
that.
We
will
go
ahead
and
deliver
on
this.
We
said
that
we
will.
G
We
will
essentially
go
ahead
and
you
know
deliver
this
by
by
delivering
on
a
few
key
offerings.
The
first
and
foremost
is
the
business
networks,
which
used
to
be
basically
personified
by
by
arriba,
but
over
the
last
many
years
there
are
multiple
more
offerings
that
are
coming.
There
is
concur
for
travel
in
expense
management.
Feed
loss
is
becoming
very
important
for
contract
workforce
management.
G
A
lot
of
companies
that
are
adopting
that
in
india,
logistics
business
network
is
also
going
in
seeing
a
massive
expansion
asset
intelligence
network
and
then
most
important.
You
know
things
like
digital
supply
network,
which
is
enabling
seamless
collaboration
with
the
with
the
vendors
are
where
you
just
want
to
go
ahead
and
exchange
documents,
but
may
not
want
to
be
getting
into
the
entire
procure
to
pay
kind
of
activity
which
ariva
goes
and
does.
Besides
this,
another
area
of
importance
that
has
emerged
over
the
last
many
years
has
been
around
business
process
intelligence.
G
So
you
know
there
has
always
been
a
an
ask
from
the
cio
saying
that
while
you
are
going
and
delivering
a
lot
of
technology
related
important,
you
know
upgrades
and
there
are
functional
upgrades
that
are
coming
in.
Can
you
go
ahead
and
make
it
very
contextual
to
me
and
tell
me
what
is
it
that
I
need
to
go
ahead
and
change
and
dpi
in
many
which
ways
was?
G
You
know
attack
each
of
these
steps
further
on
you
know,
some
of
these
interventions
are
not
going
to
be
limited.
You
know
unique
to
you.
Some
of
these
interventions
will
be
something
that
will
be
required
by
a
vast
majority
of
people,
so
sap
working
with
its
partners
is
also
going
ahead
and
creating
an
entire
marketplace.
Where
you
know
the
the
the
partner
solutions
or
sap
solutions
are
available
for
you
to
go
ahead
and
deploy
specific
and
automate
specific
process
steps.
G
We've
seen
this
happen
being
used
extensively
in
in
the
area
of
hr,
but
today
we
also
go
ahead
and
see
this
being
used
in
the
entire
b2p
cycle,
as
also
you
know
the
entire.
You
know
the
the
customer
facing
engagements
that
we
have
now
s4hana
has
an
intelligent.
Suite
has
also
gone
ahead
and
matured
significantly
since
2015
when
it
was
actually
rolled
out
and
many
of
the
customers
who
initially
went
on
to
sweet
on
hana
have
been
looking
at.
G
Sap,
similarly,
is
also
going
ahead
and
creating
industry
cloud
solutions
which
go
ahead
and
pick
on
niche
capabilities
like
specific
segments
of
the
industry
require,
and
these
are
being
again
created
as
api
based
frameworks,
so
that
you
know
you
can
go
ahead
and
integrate
and
leverage
these,
irrespective
of
the
version
of
the
of
the
erp
that
you
are
on.
Sustainability
is
again
a
hot
topic,
and
this
is
fundamentally
changing
your
sector.
Changing
the
business
model
and
and
in
fact,
what
you
deliver
itself
is
getting
changed
in
today's
context.
G
So
we
see
a
lot
of
companies
today
going
and
diversifying
beyond
the
traditional
energy
sources
into
more
renewable
and
and
green
energy
sources,
and
then,
finally,
you
know
there
is
a
need
for
a
business
technology
platform
that
can
go
ahead
and
power
all
of
this.
So
there
is
the
btp
platform
and
what
we
said
was
that
hey?
G
A
technology
requirement
that
they
go
ahead
and
have,
and
with
keeping
that
in
mind,
we
said
that
we
need
to
have
a
flexible
mechanism
of
of
helping
our
customers
transform,
recognizing
the
fact
that
each
customer
has
a
different
starting
point,
so
one
size
fit
all
will
not
go
ahead
and
work.
Therefore,
in
most
cases,
the
rise
journeys
for
each
of
our
customers
are
different.
Their.
C
A
G
Are
slightly
different?
Are
there
their
adoption
plans
are
equally
different.
So
when
I
look
at,
for
example,
an
ola
electric
that
came
to
us,
you
know
I
used
to
be
a
customer
who
used
to
go
ahead
and
run
on
oracle
apps
for
their
their
current
business
of
ride
shares
okay,
but
when
they
wanted
to
get
into
this
entire,
the
new
you
know
electrical
vehicles,
business,
they
require
an
erp
which
will
be
able
to
go
ahead
and
give
them
not
only
the
industry
best
practices,
but
also
the
next
best
next
practices.
G
G
G
G
Similarly,
hcl
has
gone
ahead
and
taken
up
a
similar
kind
of
a
transformation,
and
a
couple
of
months
ago,
in
the
in
the
month
of
may,
in
fact,
early
may
they
went
live
so
they
are
again
an
organization
which
which
had
the
wherewithal
to
go
ahead
and
not
only
go
ahead
and
run
their
own
instance,
but
also
manage
it
for
a
lot
of
others.
But
again
a
similar
need
to
go
ahead
and
focus
on
innovations
drove
them
to
go
ahead
and
look
at.
Why
is
the
recipe
so
rice
with
sap?
G
G
You
know
in
discussion
with
with
their
functional
leaders,
their
business
leaders,
as
well
as
the
iq
leaders
and
stakeholders
within
the
organization,
and
this
is
all
sort
of
evolved
over
a
period
of
time.
So
you
know,
the
important
point
to
note
is
that
rise
was
not
something
that
suddenly
came
up
in
2020.
G
G
You
know
cloud
and
application
with
native
backups,
and
this
ensures
not
only
the
the
resilience
of
that
data
so
that
data
is
available
in
case
something
goes
wrong,
but
more
important.
It
is
also
ensuring
that
we
are
going
ahead
and
storing
this
in
a
in
a
geo
redundant
way
so
that
an
inadvertent
event
of
of
an
entire
region
getting
wiped
out
for
for
a
hyperscaler.
G
We
still
have
the
capability
of
going
ahead
and
retrieving
the
business
data
down
to
the
last
30
minutes
and
ensuring
that
our
customers
can
continue
their
operations
from
there
on
at
this
point
in
time-
and
this
is
a
slightly
dated
slide,
but
I
you
know,
I
will
sort
of
talk
you
through
some
of
the
numbers
we
are
going
ahead
and
managing
close
to
about.
You
know,
I
would
say:
95
000
sids
individually,
both
productive
and
non-productive,
using
this
reference
architecture
within
india.
G
There
are
about
150,
plus
customers,
who
have
already
adopted
rise
with
sap
most
important.
What
I
can
go
ahead
and
say
is
that
our
average
availability
at
an
application
level
has
been
at
a
99.9962
or
997
fluctuates
on
a
monthly
basis,
but
that's
the
kind
of
application
availability
that
we've
been
able
to
go
ahead
and
deliver
on
a
continuous
basis
and,
most
importantly,
given
the
fact
that
we
are
going
ahead
and
already
running
95,
000
plus
technical
instances.
G
Moving
on
this
is
one
of
the
reasons
why
we
go
ahead
and
say
that
rice
is
not
just
an
upgrade.
It
is
actually
a
new
way
of
working
because
number
one
there
is
a
simplified
offering
that
is
available
working
with
the
partners.
We
have
gone
ahead
and
said
that
these
are
the
activities
that
sap
will
go
ahead
and
take
up.
G
These
are
the
activities
that
customers
need
to
take
up
either
on
their
own
or
working
with
partners,
and
what
some
of
the
partners
have
effectively
done
is
created
services
out
of
these
these
these
offerings,
such
that
there
are
outcome-based
modules
that
are
there,
which
are
available
at
certain
fixed
costs.
Most
important.
The
focus
is
on
accelerated
outcomes,
so
it
allows
you
to
go
ahead
and
start
small.
G
You
know
of
treasury
go
ahead
and
ensure
that
that
goes,
that
that
the
development
and
quality
testing
is
all
completed,
and
once
that
is
done,
then,
then,
then,
through
up
to
go
ahead
and
ensure
that
you
are
going
to
the
actual
requirements
that
your
business
requires
before
you
stabilize
and
take
up
the
next
functional
upgrade,
and
so
with
rise.
What
we
are
going
ahead
and
delivering
is
the
sap
s
400
cloud,
both
public
as
well
as
private
as
a
subscription.
G
The
entire
infrastructure
is
required
to
go
ahead
and
run
operation.
If
this
is
again
bundled
into
that
single
contract,
you
don't
pay
separately
for
that.
There
is
a
basic
capability
around
the
news
process:
intelligence
that
is
written
the
custom
code,
analyzer,
the
sap
readiness
text
and
the
learning
hub
are
some
of
the
you
know,
tools
that
are
available
to
our
customers.
G
You
know
or
business
outcomes
that
that
your
internal
stakeholders
have
always
been
asking
for,
and
so
within
the
the
view
part
that
we
are
going
ahead
and
covering
there
is
a
functional
scope
around
sap
software
in
enterprise
support.
There
are
the
cloud
connectors
into
arriva,
successfactors
concur
and
ibp,
so
and
so
forth.
There
are.
G
We
have
embedded
sap
document
services
for
printing,
so
up
to
20,
lakh
documents
have
been
have
been
bundled
as
a
part
of
the
offering
itself.
You
can
go
ahead
and
subscribe
to
various
sap,
s4h
and
industry
add-ons
and
then
further
on.
When
it
comes
to
partner
add-ons,
we
say
that
as
long
as
the
partner
add-on
is
at
the
bare
minimum,
scp
is
certified.
G
We
will
allow
you
to
go
ahead
and
deploy
such
an
add-on
on
the
sap
espohana
private
cloud.
Besides
this
infrastructure
management
is
critical,
so
we
go
ahead
and
ensure
that
we
we
bring
in
the
flexibility
and
the
scalability
and
availability
that
you
require,
and
then
there
are
a
bunch
of
technical
managed
services
that
sap
goes
ahead
and
delivers
so
keeping
in
mind
the
critical
tenets
of
reliability,
resilience
and
security,
high
availability
and
business
continuity
is
beaten.
We
also
depending
upon
the
nature
of
the
enterprise.
G
And
there
will
be
certain
scenarios
where
you
may
expect
sap
to
go
ahead
and
and
take
up
certain
things.
But
you
know
the
rnr
also
goes
ahead
and
clearly
lays
out
what
scp
will
definitely
not
go
ahead
and
do
so.
Some
of
these
are
related
to
your
infrastructure
and
and
sort
of
touching
some
of
the
end
points
or
managing
those
endpoints
at
your
dc
end
for
you,
but
more
important.
Others
are
related
to
you
know
where
critical
business
decisions
need
to
be
taken
as
far
as
functional
scope
is
concerned.
G
G
A
G
That
is
a
very
good
question.
You
know
why
we
sort
of
focused
on
and
the
name
of
the
services
is
ona
private
cloud.
It
actually
goes
ahead
and
includes
the
hosting
of
all
of
the
other
above
services
or
java
services.
That
are
you
know.
For
example,
you
require
an
enterprise
portal.
You
may
have
an
ewm,
you
may
have
a
contact.
G
You
know
you
may
be
having
a
process
orchestration
sitting
over
there
correct
there
could
be
a
crm
server
that
there
could
be
an
srm
server.
There
could
be
an
epo
that
is
out
over
there.
All
of
these
different
landscapes
can
be
brought
into
into
a
subscription
model.
Okay,
there
are
a
few
exceptions
where
the
clear.
A
G
G
G
G
A
G
Yeah,
so
for
customers
who
have
dms,
that
is
document
management
system.
We
are
talking
about
the
max
tv
based
system
right,
correct,
so
answering
that
question
is
that
we
have
the
capability
of
taking
content
server
into
the
cloud
great.
The
long-term
roadmap,
for
that
is
sap
document
services,
which
is
a
bdp
component.
Okay,
part
of
the
cloud
services
a
lot
more
resilient,
a
lot
cheaper
to
go
ahead
and
run
manage
operate,
okay
or
the
other
option.
G
That
is
that
there
are
also
customers
who
are
going
ahead
and
moving
from
the
previous
content
servers
into
into
r
that
is
archival
and
document
access
by
by
open
text
depending
upon
the
size,
the
complexity
of
the
requirement,
the
natural,
I
would
say,
replacement
or
the
logical
replacement
for
content
server
is
the
sap
document
services
in
wikipedia,
but
people
who
want
to
go
beyond
that
and
manage
a
lot
of
have
a
lot
of
rich
metadata
and
and
processes
defined.
As
around
the
document
management.
G
G
G
So
from
an
sap
rice
perspective,
sap
essentially
goes
ahead
and
does
the
entire
technical
setup
so
right
from
going
ahead
and
creating
that
landing
zone.
Designing
that
vpc
ensuring
that
you
have
the
right
kinds
of
vms
in
place
to
go
ahead
and
post
the
specific
application
instances
that
you
want
to
move
into
the
cloud
setting
up
the
backup
agents
ensuring
that
you
have
antivirus
anti-malware
protection,
ensuring
that
you
know
you
have
the
the
labs
and
the
firewalls
intrusion
prevention
and
detection
systems.
G
G
You
know
anywhere
between
800
to
1200
and
sometimes
even
1500
mondays,
including
the
security
testing
and
and
the
testing
of
the
infrastructure
so
and
so
forth.
So
it's
not
a
trivial
value
that
is
actually
being
brought
in,
but
but
but
a
significant
capability
that
we
go
ahead
and
bring
in
over
here.
Besides,
this
sap
also
takes
complete
control
of
the
infrastructure
operating
system
and
the
database
management,
and
this
means
that
we
are
again
responsible
for
backup,
restore
monitoring
security,
network
maintenance
system,
startup
and
shutdown
user
access
management.
G
In
the
context
of
you
know,
who
will
be
the
super
users
who
will
have
the
elevated
access
and
because
the
rest
of
the
access
management
and
control
is
essentially
in
the
hands
of
the
customers
at
a
functional
level?
And
then,
on
top
of
it?
We
also
go
ahead
and
say
that
we
will
ensure
that
your
systems
are
always
green.
You
know
they
are
evergreen
in
a
way
so
ensuring
that
the
technical
updates
are
applied.
G
G
So
if
you
want
to
go
ahead
and
upgrade
say
from
a
17
or
1809
or
a
1909
to
correct
version
of
sap
s4hana,
you
will
be
responsible
for
your
planning,
customer
workshops,
project
management,
functional
adoption,
custom
code,
adoption
and
testing.
But
then
the
entire
technical
upgrade
activity
is
something
that
sap
takes
up
and
we
go
ahead
and
deliver
this
particular
upgrade
activity
when
the
customer
requests
for
it
it
is,
it
is
not
as
if
that
we
will.
G
G
You
know
additional
application
management
services
as
well
as
advisory
and
implementation
services
can
typically
be
delivered
by
the
partners.
Okay-
and
this
is
something
that
is
important
to
understand.
This
is
just
going
a
little
bit
more
granular
in
terms
of
what
we
were
talking
about.
So
the
service
management
account
management
event,
detection
and
notification.
Incident
management,
part
of
the
service
management
itself,
basic
operations
system,
startup
shutdown
system,
installation,
hdr,
network
housekeeping
client
operations,
system
operations
are
again
all
part
of
the
the
basic
operations
itself.
G
The
database
management
and
patching
and
upgrade
is
again
part
of
sap
responsibility.
The
infrastructure
management,
which
includes
the
physical
site
management,
dc
network
management,
hardware,
operations,
storage
of
management
operating
system,
backup
crystal
server
providing
server
management,
are
all
again
part
of
sap.
Then
your
sap
application
patching
your
database
patching
hardware
and
noise.
Patching
again
is
part
of
the
standard
scope
and,
finally,
the
entire
security
aspects
right
from
the
physical
security,
all
the
way
up
to
the
access,
checks
and
audits.
Again,
sap
goes
ahead
and
essentially
takes
care
of
these.
G
So
what
we're
going
to
now
do
is
quickly
turn
over
into
the
licensing
related
questions
which
will
which
will
sort
of
demystify
as
to
what
is
available
with
with
rice
with
sap
and-
and
you
know
effectively,
how
does
it
sort
of
work
for
you
just
give
me
one?
Second,
as
I
move
across
yeah,
so
the
overall
licensing
happens
across
four
quadrants,
that
is,
the
digital
user
access
or
the
direct
user
access,
the
industry
solutions,
digital
access
and
infrastructure.
G
So
customers
can
go
ahead
and
ask
for
these
either
on
a
short
term
or
a
long
term
basis
and
sap
essentially
provides
these
as
a
part
of
the
overall
offering.
Besides
this,
there
is
a
direct
user
access
for
the
digital
core.
Earlier
in
in
poor
sap,
we
used
to
go
ahead
and
have
as
many
as
16
different
user
types
in
ecc.
This
was
brought
down
to
four
in
rise
with
sorry
in
on
premise
and
has
further
been
rationalized
to
bring
it
down
to
one
licensing,
metric
and
four
user
types
in
the
cloud.
G
So,
in
effect,
what
we
are
saying
is
that
we
have
defined
a
conversion.
Currency
called
full
usage
equivalent
and
the
full
usage
equivalent
essentially
is
like
a
coupon
that
gets
converted
into
certain
specific
user
times,
depending
on
what
what
kind
of
user
you
are
provisioning.
So
two
fuse
will
go
ahead
and
give
you
a
developer.
Access.
G
G
So
this
is
just
one
example
of
that.
You
know
over
here.
You
see
that
total
number
of
users
is
70,
fues
have
also
been
deployed,
one
is
the
ratio,
and
tomorrow
you
decided
that
this
quantity
needs
to
come
and
come
down
by
10.
You
can
go
ahead
and
do
it
and
as
you
do,
that
you
can
reallocate
these
10
users
that
any
freebies
and
and
increase
the
number
of
core
users
so
that
we
we
are
going
increasing
the
number
of
users
from
from
seven.
G
As
far
as
the
core
usage
is
concerned,
and
then
the
self-service
users
are
remaining
the
same.
They
are
getting
exchanges
to
30
ratios,
so
20
fues
are
giving
you
600
self-service
levels.
Last
slide
from
my
side
before
we
get
into
a
q
a
again
depending
on
how
much
time
I
have,
but
essentially
all
users
who
are
just
going
ahead
and
seeing
reports.
That
is
anybody
who
is
doing
a
display
transaction
needs
to
have
the
lowest
category
of
user.
That
is
the
self
service.
G
Anybody
who
is
doing
only
workflow
approvals
again
will
be
a
self
service
user.
Anybody
who
is
doing
master
data
maintenance
will
be
an
sap
s,
4hana
core
user.
But
besides
you
know
this.
The
sap
s4hana
self-service
user
is
the
lowest
category
and
it
focuses
on
giving
certain
specific
point
rates
to
the
users.
G
It
could
be
under
maintainable
segregation,
maintenance
demand,
processing,
organization
management,
timesheets,
mrp
production
control,
production
execution,
as
well
as
a
whole
bunch
of
supply
chain
and
sourcing
into
government
activities.
You
can
go
ahead
and
do
self-service
requisitioning
now.
The
core
user
is
essentially
a
superset
of
what
you
could
go
ahead
and
do
over
here,
but
a
lot
more
in
terms
of
the
asset
management
you
know
or
or
manufacturing
or
rnd
sales
service,
as
well
as
supply
chain.
G
You
know
the
the
the
associated
procurement
activities,
so
those
are,
those
are
the
category
of
users
which
require
the
advanced
use
so
again,
reiterating
finance
users,
hr
users
and
and
people
who
are
undertaking
core
sourcing
and
procurement
activities
required
once
everyone
else
can
be
core
and
a
subset
of
the
capabilities
of
the
core
usage,
which
are
structured
task
activities
can
be
actually
carried
out
by
the
self-service
users.
Now,
what
does
a
self-service
user
have
the
capability
to
do?
How
will
you
define,
for
example,
delivery,
management
or
goods?
G
Moving
is
something
that
is
again
being
put
into.
You
know
the
feature
scope,
description
document
that
is
on
the
next
listing,
so
against
each
one
of
them.
There
is
an
fsd
scope
description
that
has
been
provided
in
in
this
particular
document,
and
you
can
look
up
this
particular
document
by
going
to
help.sap.com.
G
Where,
under
the
section
for
sap
s,
enterprise
management,
each
of
these
is
a
sub
header.
So
in
this
particular
case,
under
operational
procurement,
you
have
3.12.4.1,
is
self-service
requisitioning
and
whatever
is
referred
to
as
a
functional
scope
under
this
particular
header
is
the
activity
that
the
self-service
user
can
go
ahead
and
do
I'm
going
to
go
ahead.
C
G
This
is
the
first
and
foremost
lever
that
we
have,
particularly
amongst
the
public
sector
companies
which
can
be
leveraged,
because
the
definitions
are
are
absolutely
clear,
correct,
so
one
can
leverage
these
definitions
and
ensure
that
you
are
able
to
go
ahead
and
move
from
a
professional
user
to
or
an
advanced
user
to
a
core
user,
and
remember
that
you
know
one
advanced
user
is
equal
to
one
fue,
but
one
fu
is
equal
to
also
five
four
users.
So
it's
one
twentieth.
G
Now,
because
this
is
also
a
consultative
process,
we
also
sometime,
you
know,
will
go
ahead
and
tell
you
that
these
are
the
additional
authorizations
that
have
been
given
to
you
by
you
to
a
large
group
of
users,
because
of
which
they
are.
They
are
getting
into
the
next
category.
So
one
of
the
customers
with
whom
we
were
working,
you
know
they
had.
They
had
gone
ahead
and
given
po
creation
rights
to
a
large
number
of
the
core
users.
G
G
G
This
is
the
second
level
around
license
optimization
and
the
third
most
important
one
that
is
there
is
that
today
there
are
mechanisms
by
which
you
can
actually
reduce
cost
massively
by
adopting
ddp
platform,
so
example,
I
will
go
ahead
and
give
you
if
you
go
ahead
and
look
at
you
know
some
of
the
large
eo
instances,
then
the
cost
of
going
ahead
and
running,
or
even
the
amc
on
that
process.
Orchestration
is
effectively
you
know,
sometimes
higher
than
the
total
cost
of
ownership
of
running
and
migrating
to
sap.
G
You
know
integration
speed.
Another
example
that
I
will
give
you
a
customer
was
actually
operating
on
on
a
significant
footprint
of
of
crm
for
sales.
Okay
and
we
are
currently
working
with
them
to
move
from
crm
for
sales
onto
sales,
crm
that
is
cx
portfolio,
customer
experience
portfolio
and
they
have
been
able
to
again
go
ahead
and
move
to
a
to
a
software
as
a
service
on
sap's.
You
know
platform,
but
that
again
is
going
ahead
and
reducing
their
overall
tco,
very,
very
massively.
G
We
are
still
not
talking
about
the
benefits
of
freeing
up
the
technical
resources
from
from
the
operational
tasks
or
the
security
related
aspects
which
come
with
the
cloud
or
the
functional
enhancements
that
will
come
in
when
you
move
from
an
ecc
to
s4.
We
are
not
touching
any
of
these,
but
the
business
case
for
many
of
the
our
customers
can
actually
come
out
of
some
of
these
low-range
routes.
Also.
A
A
A
G
So
graduating
let
me
answer
it
as
follows
that,
during
the
course
of
the
contract
you
can
see
typically
smtp
will
not
go
in
for
a
contract,
which
is
more
than
five
years
in
duration.
Okay,
it
ranges
from
three
years
to
five
years.
Those
are
the
standards
that
we
go
ahead
and
follow.
Now,
if
you
go
in
for
a
five-year
contract,
it
obviously
says
you
know
we
give
you
the
opportunity
once
every
five
years
to
go
ahead
and
we
look
at
the
portfolio
for
extremely
large
customers.
G
There
are
other
other
flexibilities
that
can
be
brought
to
bear.
We
need
to
understand
that
rise
is
being
adopted
right
from
extremely
small
customers,
where
we
have
a
very
standardized
offering
and
therefore
you
know
the
ability
to
relook
at
it
once
every
five
years
to
extremely
large
enterprise
contracts.
Where
we
are
touching,
you
know
five,
six,
seven
million
euros
worth
of
of
annual
contract
value,
where,
obviously
we
will
work
with
the
individual
customers,
understand
the
requirements
and
and
create
those
flexibilities
at
a
contractual
level.
G
Licensing,
as
I
said
that
you
know
again,
depending
upon
your
specific
case
as
we
get
into
a
discussion
correct
and
an
engagement,
these
these
aspects
can
can
be
date
with,
and
trust
me
on
this
that
I
have
been
involved
in
you
know
all
of
the
large
cloud
deals
that
we've
executed
over
the
last.
You
know
one
and
a
half
plus
years
and
for
some
of
our
largest
customers.
G
A
Yeah,
my
question
is
with
regards
to
the
commercials
see,
since
this
is
a
copying
of
offer.
So
is
it
a
unit
rate
for
each
of
these
services
like
software
and
you
consolidate,
plus
infra
and
then
the
technical
services,
or
is
it
a
subjective
cost
depending
on
the
overall
offering
which
you
do
to
the
customer.
G
G
Okay,
there
is
a
t-shirt
sizing
that
you've
gone
ahead
and
done
saying
that
assuming
a
customer
release,
many
number
of
users,
what's
the
typical
kind
of
infrastructure
that
they
require
correct
beyond
that,
there
are
obviously
customers
who
come
and
say
that
we
have
specific
requirements
that
are
there
correct.
There
are
certain
customers
who
require
more
infrastructure.
G
Similarly,
there
are
also
scenarios
where
temporary
infrastructure
could
be
required
right,
for
example,
you
are
going
ahead
and
carrying
out
a
software
upgrade
project.
You
require
a
sandbox
instance
for
a
limited
duration
of,
say,
four
five
months,
whatever
it
is
correct,
so
those
flexibilities
definitely
go
ahead
and
exist.
There
is
certain
basic
minimum
infrastructure
that
is
provisioned
with
every
license.
The
associated
technical
managed
services,
the
software
subscription
and
the
infrastructure
are
all
part
of
that
single
commercial.
G
So
so
typically
see.
Let's
let
me
put
it
like
this
that
you
know,
let's
assume,
that
you
were
on
a
one
terabyte
instance
which,
where
and
you
had
say-
20
gb
growth
or
a
30
gb
growth
per
year.
Correct
now,
even
if
I
was
to
assume
that
we
were
to
run
for
a
duration
of
a
five-year
contract,
you
are
not
going
to
go
ahead
and
exceed
that
right.
But
let's
assume
that,
for
whatever
reasons
you
had
an
inorganic
acquisition
and
fifth
year,
you
have
to
add
an
additional
terabyte
over
there
correct.
G
If
it
is.
If
it
is
over
a
period
of
five
years,
then
you
will
definitely
see
that
there
will
be.
You
know
the
the
infrastructure
will
come
in
at
that
particular
cost
that
exists
at
that
point
of
time
and
it
works.
You
know
both
ways.
Overall,
from
a
long
term
perspective,
we
will
see
infrastructure
cost
decreasing,
correct,
so
locking
in
the
price,
sometimes
in
the
cloud
for
infrastructure
is
actually
does
not
make
sense,
and
we
advise
against
that.
But
yeah
again
in
the
short
duration,
you
will
find
that
yeah.
E
E
So
please,
please
to
post
here
I
will
compile
it
and
then
share
it
with
and
the
guidelines
he
has
given
is
very
important,
so
the
service
for
the
user
reclassification,
look
at
it,
your
shelf,
where
find
it
out
and
which
are
the
most
optimum
alternatives
when
you
have
to
move
so
that
these
are
the
ways
which
we
have
to
think,
and
this
is
what
we
will
further
discuss
to
it.
So.
G
G
G
G
Please
understand
that
you
know
sap
will
be
taking
over
your.
You
know
your
operations
and
to
that
extent
you
know,
let's
we
we
focus
on
doing
deep
due
diligence
and
discoveries
as
we
get
into
this,
so
that
expectations
are
effectively
matched
and
we
are
meeting
those
expectations
rather
than
falling
short.
So
with
that,
I
will
hand
it
back
and
thank
you
all
for
the
time.
A
G
E
E
We
need
to
manage
a
little
bit,
but
there
are
there's
a
now.
I
invite
conal
so
cornell
the
floor
is
yours.
I
will
not
take
time
much
to
introduction.
So
now
you
will
see
something
very
innovative,
so
whenever
you
are
planning
your
journey
towards
a
digital
transformation,
please
plan
this
sort
of
a
solution.
These
are
partner
solutions
which
can
give
you
much
more
benefit
to
the
business.
So
what
do
you
pronounce
a
short
introduction
of
your
and
then
you
can
straight
by
going
to
the
table,
you
have
20
minutes.
C
Sure
no
problem,
thank
you,
sandeep
and,
first
of
all,
thank
you.
Everyone
for
giving
me
this
opportunity
to
take
this
stage
and
kind
of
introduce
what
we
have
teamviewer.
Most
of
you
must
be
aware
as
a
remote
control,
remote
support
solution,
but
today
we
have
something
very,
very
innovative.
We
work
very
closely
with
sap.
C
C
Can
one
of
you
please
confirm
that
my
screen
is
visible,
yeah,
okay,
perfect,
so
my
name
is
krunal
patel.
I
am
the
country
manager
for
teamviewer
around
18
years
of
experience
in
overall
sales
technology
led
sales
was
part
of
sap
for
five
years
and
then
with
gartner
for
almost
three
years.
I
have
worked
with
some
of
you
or
most
of
you
in
different
capacities
in
my
past
career.
So
today
I
would
quickly
get
into
the
teamviewer
innovation
solutions
around
augmented
reality.
C
So
teamviewer
for
most
of
you
is
aware,
as
a
remote
support
solution
screen,
sharing
file
transfer
remote
control,
but
there
is
much
more
to
our
enterprise
story.
We
are
16
years
old
organization,
primarily
focus
on
remote
control
applications,
but
then
2018
we
did
a
pivot
and
started
looking
into
augmented
reality.
2020
2021,
we
acquired
some
of
the
major
players
in
ar
space
mixed
reality
space,
and
today
we
are
one
of
the
leading
providers
of
our
augmented
reality
and
mixed
reality.
Solutions.
C
If
you
look
at
the
context
in
your
industry
and
I'm
sure
all
of
you
are
the
top
notch
technology
leaders
in
your
respective
domain,
but
this
is
just
a
third
party
view.
One
of
the
key
area
which
is
identified
by
even
gartner
and
some
of
the
other
third
party
area.
Researchers
is
how
do
we
ensure
that
the
digital
transformation
cannot
be
only
limited
to
the
connected
employees,
which
means
that
you
know
in
your
workforce?
You
have
so
many
employees
who
are
not
connected.
They
don't
even
have
a
desk,
no
computer.
C
Utility
specifically
from
idc
says
that
you
know,
50
of
the
utilities
are
looking
for
improvement
in
first-time
fix,
and
then
the
fttr
because
of
the
pressures
that
are
getting
mounted
with
opening
of
various
sectors,
competition
and
so
on,
and
so
forth.
Utilities
are
also
looking
at
innovative
solutions
to
do
field
service
operations
and
customer
support.
C
As
I
was
explaining
in
industry
today.
Even
in
your
specific
industries,
you
know
more
than
60
70.
80
percent
of
your
global
workforce
are
not
having
any
computer
or
desk.
They
need
to
be
connected
and
fragmented,
digitization
or
focusing
only
on
back-end
processes
would
limit
your
chances
to
improve
the
overall
process.
Efficiency.
C
There
is
knowledge
gap
which
is
happening
because
there
is
a
retirement
of
skilled
worker.
There
is
also
new
employees
who
are
coming
in
who
are
coming
in
from
cloud
native
or
internet's
native
domain,
who
wants
everything
like
an
amazon
or
like
a
flipkart
or
like
netflix?
They
really
want
to
work
in
innovative
environments
rather
than
just
going
through
the
traditional
way,
and
hence
enterprises
are
now
looking
at.
C
How
do
they
keep
these
employees
motivated
with
new
and
new
innovative
experiences?
Total
experience
is
another
area
which
you
are
looking
at.
Experience
for
internal
employees,
external
customers
for
so
on
and
so
forth.
Resolution
times
are
becoming
very,
very
critical.
Kpis
and
reducing
the
errors
and
improving
the
overall
efficiency
and
productivity
are
the
other
areas
that
enterprises
are
looking
at
when
it
comes
to
the
market
ecosystem.
C
C
The
software
is
frontline
teamviewer,
frontline
software,
which
basically
allows
you
to
create
these
experiences,
which
allows
you
to
do
collaboration
with
your
front
line
workers
which
allows
you
to
integrate
with
your
back-end
sap
systems
and
services,
around
configuration,
customization
and
integration
with
your
back-end
system.
So
as
a
solution
provider
and
a
partner
to
sap,
we
provide
a
one-stop
solution
for
your
entire
frontline
requirement.
C
Variables
most
of
you
have
already
bought
also
in
some
or
the
other
way,
maybe
one
two
or
maybe
more
for
certain
use
cases.
You
all
know
the
benefit
of
variables.
You
know
they
are
hands-free,
they
are
ergonomically
very
strong
and
they
are
also
ensuring
that
you
know
the
error
rate
is
reduced
while
doing
the
work,
but
we
have
still
limited
our
use
of
variables
only
to
collaboration.
C
So
teamviewer
frontline
is
been
used
today
for
various
reasons.
It's
a
platform
comes
with
feature
sets
which
can
be
customized
and
used
for
various
use
case,
starting
with
the
most
common
use
case,
which
is
remote
support
wherein
you
have
a
field
person
who
is
working
on
a
particular
asset
and
he
is
not
able
to
fix
that
problem.
So
he
wants
an
expert
to
have
a
look
at
it
and
guide
him,
so
he
can
just
initiate
a
video
call
or
or
a
video
support
requirement,
and
the
expert
can
guide
that
person
over
the
smart
class.
C
The
other
use
case
is
inspection,
so
you,
you
have
services
and
maintenance,
so
many
assets
around
and
lot
of
inspections
are
happening.
It
could
be
a
safety
inspection.
It
could
be
a
maintenance
inspection
which
are
happening
outside
of
the
core
erp
processes.
You
know
you
can
you
have
like
a
checklist
which
is
managed
and
then
the
checklist
goes
through
a
process,
and
then
it
is
converted
into
a
digital
report
and
then
uploaded
into
your
system
of
records.
That
process
needs
to
be
completely
digitized
and
integrated
with
your
system.
C
D
B
B
C
So
this
is
a
process
now
this
is
the
front
line
process
front-end
process.
This
will
then
be
reflected
in
real
time
into
your
back-end
system,
and
a
pdf
report
will
be
generated
which
will
have
all
the
details
around
the
images
that
is
captured.
The
report
has
been
captured.
The
comments
which
has
been
spoken.
C
C
That
is
not
all.
We
also
have
a
complete
new
offering,
which
is
part
of
the
team
viewer.
Frontline
solution,
which
is
the
teamviewer
frontline
artificial
intelligence
studio,
artificial
intelligence
studio,
allows
you
to
create
multiple
use
cases
to
basically
create
a
safe
working
environment
for
your
employees
for
your
field
operators.
So
you
see
right
in
right
a
couple
of
pictures
which
talk
about
how
the
glasses
can
detect
whether
a
person
has
worn
the
helmet
or
not.
The
person
has
won
the
gloves
or
not
before
starting
a
particular
process.
C
This
can
also
be
demonstrated
with
this
short
video
which
talks
about
how
image
recognition
happens,
and
then
there
is
a
workflow
which
is
created
and
a
feedback
is
generated
onto
a
particular
object.
So
here
is
an
object
which
is
kept
in
front
of
a
static
camera.
This
could
be
a
smart
glass
as
well
or
a
moving
camera.
The
software
identifies
that
object
and
also
sends
the
workflow,
which
means
it
guides
the
person
to
do
the
next.
What
he
has
to
do
once
he
puts
the
bolts
in
the
right
places.
C
H
Technology
solutions,
power
most
of
the
products
and
services
we
use
today
and
frontline
technicians
are
required
to
solve
increasingly
complex
issues
in
order
to
ensure
critical
services
are
working
properly
to
organize
and
manage
these
field
operations.
Many
businesses
are
using
the
sap
field
service
management
solution.
H
Teamviewer
has
partnered,
with
sap
to
integrate
teamviewer
frontline
x,
assist
to
fsm.
This
integration
enables
senior
technicians
and
experts
to
seamlessly
initiate
an
ar
assisted
video
call
with
the
field
technician
on
the
job
in
order
to
support
the
assessment
and
troubleshooting
of
an
issue.
Furthermore,
it
allows
you
to
easily
search
through
the
list
to
find
the
desired
technician
and
shows
who's
online
and
is
available
to
receive
a
frontline
ex-assist
call.
By
clicking
the
call
button,
a
call
will
be
initiated
to
the
technician
on
the
field
either
to
his
smartphone
or
smart
glasses.
H
Once
the
call
is
established,
the
expert
can
see
real
time
what
the
technician
sees
through
his
smart
glasses
while
having
a
voice
conversation
in
parallel.
This
allows
for
much
more
efficient
investigation
and
diagnosis
of
an
issue.
The
expert
can
take
hd
screenshots
of
areas
of
interest,
which
will
also
be
shown
on
the
technician
side.
H
This
process
enables
an
efficient
collaboration,
so
the
issue
can
be
resolved
with
teamviewer
frontline
x,
assist
integration
issues
can
be
solved
faster,
reduce
human
error
and
avoid
repeat
visits
when
the
call
has
ended
the
screen
returns
to
the
fsm,
allowing
the
expert
to
continue
his
work
for
each
ex-assist
call
made
through
the
integration
a
service
record
is
created
and
automatically
uploaded
to
fsm
on
the
associated
service
call
as
an
attachment.
This
may
also
include
a
full
recording
of
the
session.
H
C
C
So
we
also
now
are
ready
available
integration
available
with
sap
asset
manager,
which
can
be
then
extended
from
a
mobile
to
a
smart
class,
which
is
augmented
with
three-dimensional
and
two-dimensional
information
directly
integrated
with
your
back-end
pm
system
using
btp,
which
means
that
you
know
your
asset
master
or
your
material
master
would
be
the
source
for
any
information
which
comes
in
for
the
data
sets
onto
the
smart
class.
Using
the
front
line
platform.
C
So
in
nutshell,
whether
you
are
using
an
sap,
on-premise,
sap,
hana,
s4hana
cloud
or
sap
erp
or
any
other
extended
sap
systems
like
ewm
or
fsm
or
asset
manager.
We
have
a
possible
integration
available
which
can
be
then
deployed
depending
on
which
stage
of
sap
journey
you
are
in,
and
we
can
then
still
give
you
the
similar
kind
of
experience
for
your
frontline
workers
and
bring
them
on
to
your
back-end
sap
data
systems.
C
C
As
I
said,
you
know,
the
roadmap
and
the
journey
with
sap
is
ongoing.
So
we
are
working
and
trying
to
get
our
application
extended
to
multiple
sap
systems,
whether
it
is
your
current
erp
system
or
your
rise
with
sap
cloud
system,
it
could
be
an
industry
cloud
like
a
supply
chain
manufacturing
or
intelligent
asset
management.
Depending
on
wherever
you
are
on
to
the
sap
landscape
sap
journey.
We
have
a
solution
which
can
help
you
integrate
with
that
and
give
you
the
similar
or
similar
level
of
efficiencies
that
we
can
promise
with
certain
solutions.
C
This
is
not
a
science
fiction
or
a
future
technology.
We
have
already
250
plus
customers
in
last
10
years,
who
have
adopted
this
technology.
Some
of
the
large
names
include
siemens,
ge
and
bp,
who
have
been
using
this
very
successfully
globally
on
to
various
use
cases
like
remote
support,
inspection,
logistics
and
so
on
and
so
forth.
C
It
allows
you
complete
flexibility,
because
you
are
dealing
with
data
to
host
the
application
on-premise
on
your
cloud,
wherever
you
want
and
gives
you
that
flexibility
to
work
on
any
operating
system,
it
can
work
with
any
of
these
variables
or
many
many
more
right
from
scanning
devices
to
smart,
glasses,
to
tablets,
hand,
scanners,
rfid
verification,
codes,
risk,
one
scanners
and
so
on
and
so
forth.
So
it
gives
you
a
full
flexibility
where
you
can
reduce
a
lot
of
duplication
of
scanning
activities
when,
in
the
field.
E
E
C
Yeah
so
again,
sandeep
and
the
whole
team.
Thank
you
so
much
for
having
me
and
giving
this
opportunity
to
me.
We
are
here
in
india
very,
very
local,
very
happy
to
work
with
each
one
of
you
to
explore
in
your
independent
setups.
How
can
augmented
reality
mix
reality
and
artificial
intelligence
be
useful,
very
happy
to
get
in
touch
a
lot
of
your
account.
C
E
E
F
F
I
have
had
the
opportunity
to
work
with
some
of
you
as
part
of
the
the
programs
that
we've
done
but
great
to
have
the
opportunity
to
meet
a
few
and
speak
on
this
topic.
So
digital
is
a
key
part
of
a
lot
of
the
work
that
we
do
today
either.
It
is
digital
transformation
programs
that
we
do
for
our
clients
or
in
a
lot
of
cases,
it's
now
other
topics
or
other
transformation
engagements
where
digital
becomes
embedded
as
a
core
part
of
delivering
on
that
particular
agenda.
F
F
A
F
A
F
Start
off
before
we
go
into
the
oil
and
gas
side
of
things
in
bcg,
we
do
a
annual
digital
transformation
survey
globally.
This
covers
about
800
companies.
We
speak
to
the
business
leaders
in
these
companies
to
understand
where
their
digital
agenda
stands.
Today,
how
have
they
been
successful
or
not
successful
in
some
cases
and
what
drives
the
success
of
failures
and
as
they
look
towards
the
future,
what
are
the
priorities?
What
are
the
important
things
that
top
of
mind
for
these
business
leaders
and
what
are
they
looking
to
get
out
of
this
digital
transformation
program?
F
So
three
points
that
I
would
call
attention
to.
We've
run
this
survey
for
a
period
of
time
now,
in
the
initial
stages,
digital
was
all
about
achieving
cost
efficiencies
and
cutting
costs.
Increasingly,
we
are
seeing
that
shifting
to
a
focus
on
revenue
generation,
can
I
offer
a
better
customer
experience.
Can
I
improve
my
go
to
market?
F
Is
there
some
innovation
that
I
can
drive
in
my
business?
Are
there
new
business
opportunities
beyond
my
core
business
that
I
can
tap
into?
That
increasingly,
has
become
the
focus
compared
to
earlier
when
achieving
efficiency
and
cost
reduction
was
was
the
priority.
So
that's
one
big
theme:
that's
slowly
emerging
every
year
as
we
run
the
survey.
F
Secondly,
the
ownership
of
these
transformation
programs
are
increasingly
being
driven
by
the
business
leadership,
so
business
owners
are
taking
charge
of
a
lot
more
of
the
agenda,
and
that
is
one
big
theme
that
is
emerging
over
the
years.
Thirdly,
there
is
an
expectation
that
these
programs
will
be
self-funded
right,
so,
at
least
in
you
know,
80
85
of
the
cases.
F
The
expectation
is
that
the
digital
program
will
generate
the
outcomes
that
are
required
either
in
terms
of
additional
revenue
or
cost
savings,
which
can
then
drive
the
further
scale
up
and
diversification
of
the
digital
agenda.
That
is
required,
so
some
themes
that
are
emerging-
and
these
are
consistent
across
sectors
that
you
look
at
this
is
not
just
for
oil
and
gas
across
different
sectors.
That
is
that
you
look
at.
This
is
consistent
in
terms
of
the
themes
that
come
up
now.
If
you
look
at
oil
and
gas,
you
know
traditionally
it's
been
a
logard.
F
It's
always
followed.
Some
of
the
other
sectors
in
terms
of
innovations
and
new
business
models.
We
do
a
digital
maturity,
assessment
of
a
large
set
of
companies
that
we
work
with
on
30
different
dimensions.
Oil
and
gas
companies
typically
tend
to
be
amongst
the
the
bottom
quartile
of
those
right.
There.
F
If
I
were
to
take
one
example,
only
a
sixth
or
less
than
a
sixth
of
oil
and
gas
companies
today
use
the
vast
amount
of
data
that
they
have
to
generate
insights
for
decision
making.
So
there's
no
death
of
data.
If
you
look
at
our
plants
and
upstream
facilities
refineries,
even
our
retail
outlets,
they
generate
a
lot
of
data.
You
know
refineries
generate
a
minute-wise
data
which
are
available
in
our
data
historians,
but
there
isn't
a
lot
of
decision
making
or
analytics
that
is
applied
on
them.
F
A
lot
of
the
data
is
there,
but
it's
ultimately
going
unused
right.
There
is
an
opportunity
to
capitalize
on
them.
There
are
significant
returns
that
you
can
achieve
if
you're
able
to
now
use
this
data
towards
driving
business
decisions
right,
but
this
is
changing
it's.
I
think,
a
combination
of
the
circumstances
as
well
before
the
recent
price
boom
and
you
know,
high
cracks.
There
was
a
continued
period
of
cost
pressure
and
in
any
case
there
is
a
lot
of
volatility.
F
Capex
is
not
easy
to
come
by.
Investor
sentiment
in
general,
for
the
sector
is
not
great.
There
is
an
overhang
of
the
carbon
footprint.
There
is
an
overhang
of
energy
transition
and
if
you
look
at
fund
flows,
capital
allocation
increasingly
is
becoming
a
big
challenge
for
the
sector,
and
this
also
has
an
overhang
on
the
on
the
people
market
right
there
is
oil
and
gas
is
not
a
preferred
sector
anymore.
For
for
new
talent,
that's
that's
coming
into
the
market,
and
there
are.
F
You
know
similar
reasons
for
that,
as
we
were
discussing
about
on
capital
now.
All
of
this
put
together,
I
think,
strengthens
the
case
for
digital.
There
is
a
need
to
be
more
efficient.
There
is
a
need
to
look
at
other
revenue
sources
and
another
business
opportunities
that
you
can
capitalize
on.
So
what
does
this
mean
slowly?
F
F
Wave
of
workflow
digitization
is,
is
fairly
complete
across
a
lot
of
companies,
and
now
it's
about
how
do
I
use
that
data?
How
do
I
use
the
the
expenditure
that
I've
incurred
in
the
past
to
now
capitalize
and
read
benefits
from
them?
Similarly,
there
is
a
move
from
off-the-shelf
solutions.
What
is
available,
and
how
can
I
tweak
my
requirements
and
try
and
get
the
best
out
of
them
to
what
are
solutions
that
are
needed
for
my
specific
requirement,
rather
than
never
working
with
standard
solutions?
F
And
the
third
big
theme
is,
you
know
it's
not
just
about
systems
and
tools
anymore,
it's
about
delivering
results,
it's
about
the
transformation
that
needs
to
happen
at
scale
after
we've
done
the
the
pattern,
systems
and
tools.
So
these
are
themes
that
are
consistently
emerging
in
terms
of
digital
and
oil
and
gas
right,
multiple
different
technologies
that
are
starting
to
reshape
the
the
sector,
but
rather
than
focus
on
the
technology
itself.
I
want
to
take
a
different
lens
of
what
are
the
typical
use
cases
that
we
see
now,
and
there
are
six
areas.
F
These
are
not
exhaustive,
but
largely
six
areas
where
we
see
a
lot
of
attention
and
a
lot
of
energy
going
in
from
oil
and
gas
companies.
The
first
area
is
around
planning,
and
then
this
is
different
elements.
So
there's
one
question:
around
forecasting.
Volatility
has
only
gone
up,
so
we
get
asked
two
questions.
One
is:
can
you
help
us
predict?
F
Demand
forecast
demand
more
accurately
than
we
can
do
right
now
and
forecast
prices
more
accurately
than
we
can
do
right
now
right,
but
equally,
there
is
a
recognition
that
what
we
are
seeing
in
the
recent
past
are
some
extreme
circumstances,
and
irrespective
of
how
how
good
your
forecasting
system
is,
there
is
not
going
to
be
a
possibility
to
accurately
predict
all
of
them
right,
in
which
case,
how
do
I
build
the
organizational
muscle
to
be
able
to
dynamically
plan
if
a
situation
like
cold
happens?
It's
not
something
that
you
know
humans
can
predict.
F
It's
not
something
that
a
lot
of
machine
learning
logics
can
predict
either
right,
but
if
the
situation
plays
out
from
there
now,
how
do
I
ensure
that
I
can
maximize
the
value
that
I
can
achieve
from
this
situation?
Similarly,
there's
a
supply
shock
that
is,
that
is
happening
in
the
market
like
like
we
are
seeing
today.
How
do
I
now
capitalize
on
that
opportunity
and
and
make
the
best
out
of
it?
F
B
F
How
do
I
improve
customer
experience?
How
do
I
drive
new
business
models,
leveraging
the
assets
that
I
have
today,
and
how
do
I
capitalize
on
that?
The
fifth
bucket
is
safety
and
fuel
productivity.
How
can
I
capitalize
on
technologies
like
ar?
We
are.
How
can
I
capitalize
on
other
digital
technologies
to
improve
safety
and
productivity
on
the
field,
and
the
last
bucket
is
on
support
functions,
excellence?
How
do
I
improve
through
and
through
finance
function,
supply
chain
procurement
hr?
What
are
the
areas
where
I
can
leverage
digital
and
drive
efficiencies?
F
I
know
I'm
standing
between
you
and
lunch
so
in
the
interest
of
time
I'll
focus
on
on
two
three
of
these
areas,
but
happy
to
connect
separately
on
the
others
as
well.
Let
me
just
start
with
the
the
planning
bucket
so
like
we're
discussing.
There
are
two
questions
that
we
get
asked
by
business
traders.
One
question
is,
you
know,
there's
just
a
lot
of
volatility:
I'm
not
able
to
predict
or
forecast
demand
accurately.
Can
you
help
us?
F
So
if
you
look
at
existing
traffic
numbers,
if
you
apply
a
growth
rate
for
different
routes,
you
could
then
apply
a
seasonality
lens,
because
travel
also
has
seasonality
and
arrive
at
a
fairly
accurate
prediction
of
what
would
be
your
atf
demand,
but
postcard
would
all
of
that
change
right.
Historical
data
was
not
relevant
anymore.
F
There
were
travel
restrictions,
but
beyond
that,
just
passenger
sentimental
travel
also
had
changed
drastically
and
and
just
where
people
stay
and
travel
from
had
also
changed
significantly
from
the
past.
So
all
of
what
used
to
be
done
earlier
was
just
not
relevant
anymore,
so
some
companies
in
the
u.s
had
then
started
looking
at
other
metrics,
which
they
can
use
to
now
predict
id
of
demand,
for
example,
covet
cases
and
relative
growth
or
degrowth
in
them.
F
Vaccination
numbers
also
lead
indicators
on
consumer
sentiment,
so,
for
example,
bookings,
but
also
as
a
lead
indicator,
how
many
travel
searches
are
you
seeing
on
different
travel
platforms
and
use
that
as
a
practice,
proxy
to
estimate
volume
or
flight
demand
across
different
routes
and
then
from
their
estimated
of
demand
right?
Similarly,
on
the
chemical
side,
there
is
a
lot
of
even
under
on
the
b2b
side
of
things.
There's
a
lot
of
work.
F
How
do
you
build
the
organizational
muscle
to
then
take
care
of
the
situation
that
you're
in
and
try
and
maximize
and
capitalize
as
much
as
you
can
right?
So
if
I
were
to
just
take
the
example
of
scheduling
it's
a
very
complex
problem
in
the
context
of
a
refinery,
there
are
different
decision
points.
There
are
lots
of
constraints
to
be
taken
into
account.
There
are
lots
of
choices
to
be
made
so
which,
which
crude,
should
I
charge
to
my
crude
unit
today
right?
Should
I
charge
credit
or
ruby?
F
Should
I
blend
the
crudes
in
charge?
If
I'm
receiving
a
shipment
today,
which
crew
tank,
should
I
send
it
to?
What
should
I
do
with
my
intermediates?
Should
I
store
them
for
tomorrow
and
I
believe
cracks
will
be
better?
Should
I
run
them
today,
because
tomorrow
there
may
be
a
throughput
constraint.
Should
I
be
preferentially
routing
feed
or
intermediate
products
through
one
part
of
my
refinery
versus
the
other,
because
realizations
in
one
part
are
better
than
the
others.
F
So
there
are
a
lot
of
decision
points
that
are
to
be
taken,
and
now,
if
you
multiply
that
with
the
fact
that
you
need
to
plan
for
a
certain
period
forward,
this
compounds
the
extent
of
computational
complexity.
That
is
there
right
and
it's
just
humanly
not
possible
to
arrive
at
an
optimal
solution
in
this
situation.
F
It's
just
not
possible
for
us
to
think
through
all
the
possible
combinations
and
see
what
is
the
optimal
solution
for
us.
There
are
now
with
advancements
in
data
science
and
computational
powers.
There
are
now
good
approximations
that
you
can
use
to
do
that
so,
rather
than
just
find
a
solution
that
suffices
now,
you
can
start
looking
at
a
solution
that
finds
an
optima
and
that's
one
area
where
ml
and
advanced
analytics
based
solutions
are
having
a
big
impact
right.
So
what
it
essentially
does
is
creates
a
fairly
accurate
representation
of
the
refinery.
F
Getting
it
absolutely
right
is,
of
course,
still
a
challenge,
and
that
adds
to
computational
complexity,
which
then
makes
it
infeasible
right
if
your
model
takes
two
days
to
run.
There
is
no
point
in
having
a
solution
like
that,
because
it's
it's
just
not
going
to
be
useful
for
you
and
taking
any
decisions
for
today,
so
finding
a
reasonable
approximation
of
the
the
plant
and
then
applying
a
large
set
of
scenarios
through
that
model,
based
on
today's
prices
and
margins
to
then
arrive
at
what
is
the
optimal
decision
that
can
that
can
get
you
value.
F
F
That
is,
is
a
lot
experiential
and
it's
very
difficult
to
to
do
this
over
differing
price
regimes
right.
An
experienced
operations
team
will
also
know
what
to
do
for
a
certain
set
of
price
conditions,
but
if
they
keep
dynamically,
changing
it's
difficult
for
them
to
just
through
manual
intuition
arrive
at
what
is
the
right
set
of
operating
conditions?
F
So
you
are
removing
the
complexity
element,
you're,
removing
the
need
to
take
into
account
dynamic
pricing
and
then
changing
markets
or
margins
in
the
market
and
you're
able
to
now
crystallize
all
of
that
and
give
it
in
in
one
summarized
form
to
the
operations
team
in
the
control
room
based
on
which
now
they
can
take
decisions
and
then
at
their
level
try
and
improve
profits
for
the
company
right.
You
can
then
add
another
layer.
This
is
just
visualization
and
you
know
statically,
giving
a
view
to
the
ops
team.
F
F
F
If
I
have
a
pfcc?
Should
I
be
maximizing
propylene?
Should
I
be
maximizing
liquid
products
distillates,
you
know,
what's
the
right
choice
and
then
subsequently,
what's
the
right
operating
temperature
for
my
specific
unit
to
be
able
to
maximize
overall
dollar
per
ton
for
every
ton
of
feed
that
I'm
processing
through
the
unit,
so
both
are
now
a
reality.
Both
are
now
possible
to
do
and
they
are
increasingly
being
adopted
in
plans
to
achieve
higher
realizations.
F
But
to
get
this
right,
there
are
it's
not
just
about
the
product
suite.
There
are
other
elements
that
need
to
come
together.
The
data
architecture
needs
to
be
in
place
to
support
this.
You
need
an
operating
model
that
now
starts.
Taking
these
into
account,
you
need
to
start
operating
with
the
digital
tools
as
tools
as
an
integral
part
of
your
operations,
and
there
is
a
need
to
put
all
of
this
together,
integrate
it
and
you
know,
find
a
rhythm
where
you're
able
to
now
operate
in
this
magnet.
F
The
fundamental
thesis
here
is
that
oil
and
gas
companies
have
a
lot
of
data
which,
on
the
on
the
customer
side
as
well,
which
they
don't
use
today
right.
Can
I
now
think
of
that
as
an
asset,
because,
if
you
see
you
know,
data
is
the
new
oil
and
everybody's
trying
to
capitalize
on
the
data
assets
that
they
have.
F
If
I
have
rich
information
on
customers
coming
into
fuel
every
other
day,
if
they
have
data
on
those
same
customers
who
in
many
markets
also
come
in
to
do
other
non-fuel
purchases,
how
can
I
capitalize
on
that
data
and
find
new
business
models?
That
can
one
enhance
their
experience
in
my
core
business,
but,
additionally,
give
me
a
new
revenue
streams
right,
not
just
petronas.
For
example,
in
europe
there
are
companies
who
have
looked
at
personalization,
so
you
segmented
marketing
the
the
extreme
extent
to
which
you
can
take
it.
F
But
there
are
several
other
such
examples
of
oil
and
gas
companies
which
have
looked
at
digital,
not
in
the
not
just
in
their
core
operations,
but
as
a
new
business
opportunity
that
they
can
capitalize
on
the
interest
of
time
I'll
just
skip
the
video.
There
are
other
use
cases
in
the
you
know,
other
areas
that
we
spoke
about,
for
example,
asset
maintenance
and
predictive
maintenance
right.
F
There
is
a
lot
that
you
can
do
in
terms
of
being
able
to
find
the
right
strategy
for
your
critical
equipment
and
where
are
the
places
where
predictive
maintenance
is
important?
Where
is
it
that
I
can
run
to
failure,
and
how
do
I
build
the
predictive
maintenance
models
that
I
require
right
for
for
my
key
rotating
equipment?
F
What
are
the
right
set
of
you
know
choices
that
I
need
to
make
to
to
build
a
predictive
maintenance
model,
but
now,
in
the
interest
of
time,
I'll
not
cover
those
happy
to
separately,
connect
and
share
a
view
on
those.
The
last
theme
that
I
want
to
pick
up
on
is
while
there
are
several
use
cases
for
digital
all
from
the
lens
of
decision
making.
That
is
becoming
more
and
more
prominent.
F
It
is
only
a
third
of
these
that
succeed.
Now
this
is
marginally
improved
from
previous
years.
You
know
it
was
30,
it's
now
improved
to
35,
but
there's
still
a
lot
of
way
to
go
right
and
the
challenges
that
we
observe
commonly
are
are
similar
with
this
there's
not
a
clear
definition
of
the
problem
that
we
are
looking
to
solve,
which
then
inherently
means
the
value
is
not
there
once
you
solve
the
problem,
the
big
challenge.
Second,
big
challenge
that
we
see
is
the
ability
to
scale
at
a
pilot
level.
F
All
of
these
work
very
well,
but
the
moment
you
try
to
scale
it
up
to
the
entire
organization.
It
starts
failing
because
you're
not
able
to
do
the
change
management.
That
is
that
is
required,
and
the
last
piece
you
know
link
to
that
is
adoption.
How
do
you
get
the
business
teams
to
adopt
the
solution
so
that
it
becomes
ultimately
a
value
accreting
effort
for
the
entire
entire
organization.
F
But
let
me
pause
here
and
then
hand
it
back
to
sundeep
any
questions
from
the
from
the
group.
Happy
to
answer
and-
and
I
know
I've
rushed
through
but
happy
to
go
through
some
of
the
other
use
cases
both
across
downstream
but
also
across
upstream,
that
are
increasingly
finding
traction
amongst
business
leaders.
E
How
to
qualify
your
business
case,
because
business
would
give
a
lot
of
requirements.
Some
may
be
relevant
and
some
maybe
it
may
not
be
that
also
relevant,
so
we
want
to
first
qualify
and
take
it
because,
as
you
said,
solutions
can
be
multiple
sap
also
has
solutions.
Maybe
third
party
solutions
are
there,
but
how
do
first,
prime
facing
business
case
should
be
qualified
at
it?
Yes,
this
this
fits
into
the
ambit
of
a
transfer.
I
mean
it's
a
transformative
in
nature
or
something
is
there.
Is
there
something
otherwise
many
times?
F
Yeah
yeah,
no,
no,
some
of
it
is
also
by
design.
So
I'll
tell
you
typically
the
way
we
try
to
approach
digital
transformation
in
the
initial
phase
of
the
program.
We
actually
try
to
crowdsource
a
lot
of
ideas
and
build
a
large
funnel
of
business
ideas
that
you
can
pursue,
and
that
is
by
design,
because
only
then
you
get
the
full
ambit
of
potential
digital
or
potential
use
cases
for
digital.
Then
we
sit
down
with
the
business
teams
and
and
prioritize
them
based
on
on
two
lenses.
F
One
is
the
impact
that
they
can
deliver,
but
equally,
are
there
quick
wins
that
you
can
deliver
to
the
organization
in
the
near
term,
because
a
large
challenge
in
digital
transformation
programs
is
by
the
time
you
wait
for
the
large
impact
program
to
kick
in
the
the
organizational
desire
and
appetite
has
already
died
out
right.
So
the
the
way
we
prioritize
initiatives
when
we
pick
up
digital
transformation
with
our
clients
is,
of
course,
large
impact
programs.
F
But
we
make
sure
that
there
are
some
quick
wins
that
are
built
into
the
funnel,
which
can
start
delivering
value
in
the
near
term
to
to
make
sure
that
the
business
owners
are
seeing
some
quick
results
and
we
are
able
to
fund
the
rest
of
the
journey
from
those
from
those
interns.
Okay,
there's.
No
one
answer,
but
ultimate
lens
to
apply
is:
are
these
two?
What
are
the?
D
If
not,
maybe,
then
let
me
thank
each
one
of
you
on
behalf
of
indus
that
you
know
we
could
attract
so
many
people
from
different
companies,
and
we
could
hear
you
know
different
topics
on
sap
rise
or
you
know,
on
the
s4hana
journey
of
nrl
and
from
anish.
You
know
what
it
takes
for
the
digital
transformation.
D
I
think
it
was
good
in
sight,
and
I
would
say
you
know
it
was
a
good
productive,
three
hours
what
we
could
spend
on
this
sig
and,
as
I
said,
let's
hope
that
we
meet
in
person
for
the
next
sig.
So
if
any
volunteer
company
is
there
to
host,
you
know
the
entire
oil
and
gas
people
in
their
premise.
Do
let
me
know
in
mail
or
call
me,
you
know
we
will
happy
to
announce,
and
you
know,
let's
hope,
that
we
meet
in
person
next
time.
So
once
again,
thank
you
all
the
all
the
members.