Rockwell Automation's Chairman & CEO, Blake Moret - Oil & Gas Leaders magazine, Sep2019

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NEWS

CEO of Weatherford

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CEO of World Petroleum Council’s

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CEO of ENOC Group

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Exxon Mobil’s Ex-CEO Rex Tillerson

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EDITOR‘S NOTE In this day and age, more digital natives are popping up and becoming key contributors in the workforce, especially in the industrial sector. Armed with stateof-the-art technology and the foreknowledge of rising and falling trends, these tech-savvy individuals are ready to interpret the sea of data that can come their way.

Spearheading this campaign of digitally transforming the industrial environment in order to create a more connected enterprise is Blake Moret, the CEO and Chairman of Rockwell Automation, the world’s largest company dedicated to industrial automation and information solutions.

Joining the company in 1985 as a sales trainee, Moret worked his way up the ladder and pioneered many innovations in his leadership.

It is this personal experience that he learned the three major trends driving today’s industrial environment—the rise of the middle class in emerging economies, the growing need of more digital natives and techsavvy workers who can quickly take the reins of any tool and system-dependent task, and globalization itself.

In the face of these three trends, Moret and his company’s strategy into achieving a connected enterprise is to allow themselves to take real-time operational data, 4

Exclusive Interview with the Chairman and CEO of Rockwell Automation transform them into insights, and unlock another level of opportunity i.e. a digital transformation. This Connected Enterprise approach will help his company, and other companies get to market faster, lower total cost of ownership, reduce unplanned downtime, and manage enterprise risk and compliance.

While this digital transformation is integral for companies to exceed previously established key performance indicators, the data itself are nothing more than numbers. Without competent decision-making, forethought, and a means to translate the data into a more comprehensible format, then making customers more connected, productive, intelligent, and competitive

would indeed be a challenge.

As time moves forward, so too must the tactics of individuals like Moret and affiliations like Rockwell Automation, whose core revolves around connecting people and devices, studying and interpreting data, creating and polishing systems, utilizing advanced analytics, and optimizing processes.

Ultimately, this is at the heart of Moret and his organization.

It is this objective that pushes them to help machine builders and end users become more effective and productive in their work.

CON TENTS

NEWS

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Leading Weatherford into the Next Era of Oilfield Services

22 BAUER KOMPRESOREN Launches Compact Nitrogen Generator for Jack Up Rigs

24 The Current State of Fossil Fuel According to the World Petroleum Council

56 Sustainability Through Innovation: How Enoc Became One of the Largest Oil and Gas Players in the UAE 6

F E AT U R E S T O RY

68 From Janitor to Oil and Gas Engineer to U.S. Secretary of State

76 The Journey to a Connected Enterprise with Rockwell Automation Chairman and CEO Blake Moret

102 Floor Standing Air-Conditioner is the Best Cooling Solution in Offices and Large Homes

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Oil & Gas Leaders • August 2017

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The Current State of Fossil Fuel According to The World Petroleum Council Dr. Pierce Riemer, Director General & CEO of World Petroleum Council outlined the challenges in the petroleum industry, the future of fossil fuel, new technologies that are disrupting the oil & gas industry, and accomplishments of WPC. In this exclusive Q&A interview, learn about WPC’s mission, critical projects and notable achievements.

What are the challenges and obstacles in the petroleum industry? How can we solve these problems?

Many would agree that the critical challenges for the oil and gas sector going forward are innovation in technology, the environment, energy poverty and geo-politics. Key to finding solutions for each of those challenges are strategic alliances and closer cooperation 24

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Oil & Gas Leaders • August 2018

among governments, industry and other relevant stakeholders. This is even more important in times of political or financial crisis.

Although cooperation between IOC’s and NOC’s is not without its challenges, the potential rewards of enhanced cooperation are significant for both parties and indeed, there are many examples of successful partnerships.

The World Petroleum Council (WPC) can facilitate the building of important bridges for all sides to find ways to work together.

Strategic alliances enable businesses to gain competitive advantage through access to a partner’s resources, including markets, technologies, capital and people. Teaming up with others adds complementary resources and capabilities, enabling participants to grow and expand more quickly and efficiently. Many fast-

growth technology companies use strategic alliances to benefit from more-established channels of distribution, marketing, or brand reputation of bigger, better-known players.

Cooperation also incorporates enhancing relationships with governments, nongovernment organizations, academia, international institutions and the public. For critical issues such as food, water or climate change, no one sector of society can provide the answers on its own but will require cooperation among all sectors.

We all live in a rich world. Thanks to energy and innovation we are living longer healthier lives and the standard of living in most countries continues to rise. That said, we have the obscene situation in this day and age where we have over 1 billion people that have no access to any form of energy and we have 2.9 billion people who have no access to clean cooking fuels and use; wood, charcoal, animal dung and other agricultural waste. The latter leads to over 4 million people dying every year (mostly women) prematurely due to illnesses attributed to air pollution from cooking. To put that in perspective they are cooking, for many hours, in an environment that is the equivalent of smoking 400 cigarettes per hour. We are working with the OPEC Fund for International Development (OFID) and others on our Energy Access Platform to highlight all the good things that our industry is achieving in this area to help alleviate energy poverty and support Sustainability Development Goal 7.

This is also an area with so many cross overs.

We are striving to reduce methane emissions from many areas of the industry and in doing so we can use the gas collected in liquid, compressed or pressurized form to help combat fuel poverty. In fact, when you look at the SDGs, as an industry we are involved with all of them Technology will be a key to the future and the industry is exploring ever more challenging new frontiers where large oil and gas discoveries are being made. So, the future for the oil and gas industry is looking quite bright. But, there is always a but, we need a dedicated and experienced workforce to deliver our energy supply. We need young (men and women) qualified people and we don’t have enough of them.

Oil & Gas Leaders • August 2018

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Is there a future for the Fossil fuel industry?

The short answer is yes but we deal with lots of scary (high) numbers. As an industry we must provide energy for all. And I mean for all.

We are focused on providing energy for the future population of the world in a sustainable way. There have been amazing increases in the share of renewables yet, we still do not provide energy for all the people currently on the planet.

Just in my short lifetime, the world population has doubled from 3 billion to now over 7 billion people. So, the first scary number is world population. The UN has recently increased its estimate for 2050 to nearly 10 billion and to over 11 billion people by 2100. These are the average figures, hopefully it will be less, but it could also be a lot more and all these people will need energy, food and water. And, thanks to scientific advances all these people will be living a lot longer and by implication using more resources.

The second scary number is the amount of energy we need now just for our existing population. Looking at only the oil industry we are close to providing the demand of 100 million barrels of oil every day. Easy to say quickly, but that is 100 million x 159 litres of product every day. Yet we do this on time, on demand, 24/7, 365 days a year.

And that’s just the upstream business.

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Downstream then provides everything else around us. We supply an efficient economic and regular supply to consumers; not just fuel for cars, rail, trucks, ships and planes; but also fuel for power generation, petrochemicals, polymers, lubricants fertilizers, pharmaceuticals. The list is endless, and the World is not going to run out of oil, gas, or coal, anytime soon. We can largely forget about the notion of stranded assets on a worldwide basis and peak demand for the majority (or possibly a plateau) could become like peak oil, a distant memory.

Over recent years the renewables sector has considerably reduced the cost of solar and wind this will make that segment grow even faster than previously expected. For the future, with more scary numbers to come we will need everything; all fossil fuels all renewables, even nuclear. Our challenge for the wellbeing of future populations is to continue to provide energy in a clean and sustainable way to all, and I mean all. We will have an energy transition that will certainly last longer than most short-term thinkers believe or understand.

But this will challenge us to the extremes of our development in science, technology and innovation in providing clean energy.

Our high tech and capital-intensive industry requires significant human and financial

Oil & Gas Leaders • August 2018

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resources to succeed. Over the last few years, there has been a significant lack of investment.

We have reduced costs considerably over the last few years and companies are now far more efficient and lean than they were at 100$ oil. So, companies are in a far better place now and will need to keep these costs down.

With reduced costs and the historic OPEC and Non-OPEC agreements in place we have seen a higher more stable oil price which is encouraging and leading to more FIDs being completed. That said, the big challenge is to fill the gap caused by “minimal� investing for several years. This is a challenge we must deal with otherwise the global numbers will get even scarier.

The planet does not need saving. If we warm it up too much we will not exist. The planet and nature will always adapt to whatever we do, people won’t. Our job is to keep our planet livable and providing clean energy and products for the future wellbeing of all.

What are the latest technologies that are disrupting the Petroleum industry?

I really hate the word disruptive. I appreciate its origins and some good historical examples; but, many current examples normally quoted are

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themselves reverting to the “old norm”; Amazon building bricks and mortar stores, Airbnb building hotels and Uber buying Coach fleets. The main reason I don’t like it is that the word sounds so negative. I would prefer to use the word “enabling technologies”. Technologies which allow us to do things better, more efficiently, safer, cleaner etc.

There are some excellent examples in the petroleum industry. We are at the leading edge of so many disciplines. Digitization is the big one.

Machine learning being able to look at big data that geologists may have missed.

We now have the first automated rigs, robotic vehicles on the sea floor and remote operators and no visible rig on the surface. We have drones looking at rigs and refinery’s and petrochemical plants leading to great improvements in health and safety.

Advances in drilling technology, both horizontal and vertical drilling leading to great advances in conventional and unconventional extraction.

In the biological field there are great advancement in developing biofuels and also great steps forward in CO2 storage removal and utilization technologies.

There is never a dull moment in our industry and people from all disciplines can contribute.

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ABOUT YOUR ORGANIZATION What are some of the accomplishments of your organization?

We organize the largest oil and gas congress and exhibition in the world with all the surpluses going to educational legacy projects. We have sent thousands of students through university and they don’t have to join the industry just study a science or business-related subject.

Leaving a legacy wherever we operate We created the first public debates between the IEA and OPEC Promoting a form of sustainability since 1933 (before it became trendy…… see our founders message in 1933 for an early sustainability message)

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Showcasing for the first time with real numbers gender issues in the industry Setting up an energy access platform to fight energy poverty Working with other industry bodies to persuade the SEC to update their outdated accounting rules for oil and gas.

Working with others to set the world standard for reserves and resources evaluation. Working with the USA, EU, Russia and China cooperating on joint standards and definitions.

Encouraging young people to join the industry and setting up Young Professionals committees in our member countries.

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HOUSE OF ENERGY & INDUSTRIAL TECHNOLOGIES Serving the Oil & Gas industry for over 13 years HOEIT prides itself as a proud partner to Petro Rabigh and a contributor to the growth of the Saudi Economy.

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What are the objectives of your organization.

What are the positive contributions and impact to the society.

The WPC was formed in 1933 as a neutral, non-political, not for profit organisation “to promote oil and gas for the benefit of mankind”. Today it has the same values and is registered as a charity in the United Kingdom.

All profits from WPC events go into charitable concerns. The WPC has member countries which currently number 70. The WPC’s prime value is to facilitate dialogue amongst all stakeholders to find answers to key technical, social, environmental and management issues facing the industry; in order to provide affordable energy for all and contribute towards sustainable growth.

Our mission is to promote the development and utilisation of the world’s oil and gas resources and other energy sources in an efficient and sustainable way, for the benefit of current and future generations. We value strongly: • Respect for individuals and cultures world wide • Unbiased and objective views • Integrity in all actions • Diversity and inclusion • Transparency, good governance and ethical behaviour • To do no harm to people and environment • Safety and security • Cross-national dialogue and networking • The views of other stakeholders

Oil & Gas Leaders • August 2018

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Dr. Pierce Riemer

Director General & CEO World Petroleum Council 52

Tell us about yourself My education and work experience is perhaps slightly unusual than the norm. On leaving school at 18 I could not afford to go to University so joined a company that would educate me (I don’t think this would happen today). My career has always been in the energy industry and always associated with environment, utilization or conservation.

My first job was working for The National Coal Board and more specifically Coal Products Ltd on ways to utilize and minimize coal waste products. During my time there, the company sponsored me to do a degree in Applied Chemistry and I worked on environmental and power generation projects, my degree project focusing on developing polyimides based on coal waste products. The company then became British Coal and they sponsored me to do a PhD in designing catalysts for gas to liquids projects, related to gasification.

I also worked on acid rain and early climate change projects. After some time in Corporate planning and managing British Coals European research portfolio (pre and post British Coals privatization) , I joined the International Energy Agency, where I set up their GHG Programme in 1990, responsible for initiating carbon dioxide capture and storage activities.

These responsibilities included, technical programme, demonstration plants, JI, AIJ, CDM activities, and studies relating to greenhouse gas emissions from all sources at the IEA. During this time, I also set up a monitoring programme for the Sleipner activities. I was the official Liaison with Oakridge National Laboratory (USA) for ETDE and oversaw expert documents for PROMPT (The Institute for Prospective Technological Studies), for DGXVII and DGXIII of the EU. I also represented the organization at COP1 and was part of the team at the Kyoto negotiations. From there I joined the WPC as Director General. This involves managing the 70-member countries (representing over 97% of the world’s oil and gas production and consumption) and international committees and liaison with other international organizations and the UN. I represent WPC at UNFCCC and COP meetings and at the UNFC Sustainability Committee and UNECE Reserves and Resources committees. In addition, i sit on the board of the Energy Access Platform with the OPEC Fund for International Development (OFID) and the editorial board of the Journal of World energy Law and Business.

Over the years I have written many papers, a number of patents and a few books, some technical some not so technical.

I am married to Christine, also like me originally a Chemist but she is also a mathematician. We have two children a son, who is in international business development and a daughter who is a toxicologist. To relax I like building computers, gardening and of course spoiling the two grandchildren.

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Oil & Gas Leaders • July 2017

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A critical requirement of any smart manufacturing initiative is the ability to seamlessly communicate data and information from sensor level all the way up to the enterprise, so the right people have the right information at the right time in the right format. This communication has a proven and pivotal role in lowering total cost of ownership, while improving return on investment and operational equipment effectiveness; and Rockwell Automation is at the technological forefrontof this new pardadigm.

“We’ve been in business for 115 years,” explains Rockwell Automation Chairman and CEO Blake Moret, “and we are

now the world’s largest company dedicated to industrial automation and information solutions. Our primary goal is to expand human possibility, by marrying a user’s imagination with our technology to help them deliver the very best possible solutions.”

With the words “smart manufacturing” on the mind of every industry executive and decision-maker, one question inevitably asked is: Where do we start? The answer is: At the machine level, leveraging a digital transformation to create smart, connected machines.

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COVER STORY

The industrial environment today

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ccording to Moret, there are three major trends driving today’s industrial environment. “The first is the rise of the middle class in emerging economies, which means companies must be able to compete in these markets to gain business from this growing demographic.

“Second is a requirement for more people who can deal with new technology: countering the growing skills gap. In the U.S. alone, there are hundreds of thousands of manufacturing jobs going unfilled for lack of people with the right skills and talent. This is also true around the world.

People are retiring, and it is a struggle to replace them.

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“Finally, of course, is globalization itself. We all compete against the very best in the world, all the time,” Moret elaborates.

From a technological standpoint the cost of connectivity is falling, delivering a more palatable price point. This leads to wider deployment of smart technologies, which, in turn, is driving greater productivity. Hand in hand with this is the impact of the way operational data is interpreted and subsequently deployed, with, information management and analytics underpinning new-found levels of optimisation.

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COVER STORY

The path towards a Connected Enterprise Rockwell Automation has a strategy to make this all happen. Its Connected Enterprise approach will help companies get to market faster, lower total cost of ownership, reduce unplanned downtime, and manage enterprise risk and compliance.“Connected technology is allowing companies to take real-time operational data and turn it into insights that can unlock another level of opportunity,” explains Moret. ” When we do this well, we can make enterprises more agile and productive by expanding human possibility. ”A digital transformation can transform an industrial company into a better industrial company,” Moret explains. “Indeed, we apply these concepts in our own facilities. They’re not as automation-intensive as many of our customers’ sites, but the benefits have been amazing and they all stem from tackling the the basics.”

By understanding work practices and potential savings, Rockwell Automation plants have reduced work in process (WIP), error-proofed procedures and reduced rework. “Results like ‘reduced 80

time to market’ are tangible and drive sales for us,” Moret adds. “Each plant starts from a unique point, with its own opportunities to add value.”

In Phase 2, the company is adding data streams from its supply chains, using the cloud to complement onsite systems.

“In the end, it doesn’t reduce the number of people, but

it does change their work,” Moret adds, “and it provides insights that we can apply to our customers.”

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Transformation to the digital oilfield Oil and gas, the Middle East’s primary industrial sector, has entered a transformative era of global competition. This era is rife with fluctuations, as the global oil and gas landscape continues to shift, resulting in uncertainty for economic projections. Furthermore, the implications of today’s industry extend far beyond the latest fluctuations in the global price per barrel of oil.

Oil and gas is arguably the world’s most asset-intensive industry, and every additional wellhead, pump and compressor raises a company’s operational complexity. These, often highly 82

dispersed production assets, combined with tightening environmental regulations and a shrinking pool of skilled, in-house expertise, are forcing oil and gas companies to find new ways to optimize production, increase efficiencies, enhance recovery and contain costs.

“As with other major industries, the search for solutions is leading to a boom in digital technologies,“ states Moret. “In the oil and gas business of tomorrow, data will be the lifeblood of the digital oilfield and will be the key element in any digital transformation journey in what

is a very cost-competitive market.”

Today, integrated control and information solutions – including smart devices embedded in wellheads, on compressors and pump stations – are yielding a new wealth of data. Alongside this, leading oil and gas companies are taking advantage of innovations in industrial Ethernet-based connectivity and advanced analytical software to better leverage the full value of this asset data to achieve higher operational performance.

Improving O&G efficiencies In the oil-and-gas industry, Rockwell Automation’s Connected Production suite – based on the Connected Enterprise vision – is a digital technology that improves operational efficiencies and validates the case for a digital transformation. It connects multiple, disparate systems common to this industry, then cleanses and makes sense of the data.

“We understand that a digital transformation in oil-and-gas is a long journey, often starting with pilot plants and limited capital expenditure, so phased implementation is an important aspect of using ConnectedProduction,” Moret explains. “The digitaltransformation journey is constantly evolving from assessment to actual optimisation. It’s not a linear process. We work with our partners in the oil-and-gas industry to assist with assessments, planning, technology integration and early piloting and concepts.

Analysis and visualization assistance is also provided to help with understanding.

This takes time but pays off for operators.”

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The benefits of convergence Wireless technology, visualization software and other advances now allow oil and gas companies to access and monitor assets in real time, and merge disparate oilfield data into streams of actionable information – anywhere, anytime. As the benefits from the convergence of automation, communications and information technology multiply, oil and gas companies are now truly heading towards digital oilfields.

“In addition to providing more secure connections to the data — bringing the silos of infor-

mation together — our ConnectedProduction approach provides a suite of oil-and-gas applications and tools that allow managers and producers to gain operational insights into their operations,” says Moret. “This includes production and operation workflows, automation of manual processes and role-based visualization, so the right stakeholder sees the right information based on that person’s function. It also connects to advanced analytic platforms, allowing operations to gain valuable insights into the process.”

Intelligent assets – from data to decision making While high-integrity data is the foundation of the digital transformation journey, data on its own means nothing. “We combine and unlock the data with competent decision-making to expand what is possible, helping to make our customers more connected, productive, intelligent and ultimately, competitive,” says Moret.

A key concept of ConnectedProduction is the idea of intelligent assets.

“Intelligent assets are a way to group together software and hardware components in the field and provide automatic configuration,” Moret elaborates. “An example would be a well-pump controller. The ability to automatically connect 86

to an asset, give it context and then automatically generate dashboards, workflows and analytics hugely reduces the number of skill sets needed to configure that asset. The historian, visualization and program are all done automatically by the system.”

Moret describes how a customer, through assessment and analysis, had developed an array of manual processes that involved sending engineers to the field to collect data from well pads, before coalescing the data into spreadsheets for analysis related to the level of chemical injection needed to avoid wax buildup, which impacted production. While the analysis was valid, it took time,

and the required resources weren’t always available.

Finally, when the resulting recommendations were made to production, it was often too late to take advantage of the analysis.

“This same customer implemented our ConnectedProduction solution to gather data from assets, automatically handing that data off to advanced analytics, which provided analysis of the data and made real-time recommendations regarding chemical injection,” Moret explains. “Based on the number of wells on a well pad, the customer is now realizing half a million dollars a year in savings.”

Another example of ConnectedProduction was at a large producer with a large installed base of mature and disparate systems, which were used for control and safety. as well as there being many silos of information across different systems, they had workforce issues, too. They didn’t have the skills sets to maintain all the systems and limited capital to upgrade them.

This customer turned to Rockwell Automation for services to support a planned migration over time. “By implementing our ConnectedProduction suite, and taking advantage of automation solution services, a standard set of hardware architectures for each of their control systems was created, allowing a phased migration while still connecting the existing infrastructure.”

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COVER STORY

Expanding Human Possibility “In a manufacturing environment we are linking people, machines and data across an entire business – that’s how machine builders and end users become more effective and productive. For machine builders, the focus is on future-proofing an end user’s investment. For end users, it’s about leveraging new smart, connected capabilities to be better able to take advantage of the innovations to remain competitive in the global market.”

Connected people, devices and systems, advanced analytics and modern network architectures are optimizing processes and results in ways previously inconceivable. The business and technology of industrial automation is advancing at a remarkable rate and smart, data-driven manufacturing aided by digital manufacturing is driving automation performance to new heights.

Today, the industrial automation industry is signifi90

cantly influenced by the need to achieve improved operational productivity. “To accomplish this, manufacturers are looking for improved equipment efficiency, more effective processes and better informed – and thus better prepared – workers. While technology is the key to achieving all of these, when we combine the strengths of technology with an engaged, enthusiastic and imaginative workforce, anything is possible,” Moret enthuses.

These manufacturers’ critical needs are resulting in innovations in industrial platforms, cloud-based and real-time analytics, secure remote access, virtualization, wireless technologies, mobile apps, connected lighting, workforce safety and support… and more. These developments are supporting a smart manufacturing strategy that helps optimize automation and increase competitiveness, now and into the future.

-end-

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BIOGRAPHY – Blake Moret , Chairman & Chief Executive Officer Blake Moret is Chairman and CEO of Rockwell Automation, the world’s largest company singularly focused on industrial automation and information. As CEO, Blake is dedicated to delivering the company’s strategy to bring the Connected Enterprise to life. Under his leadership, Rockwell Automation integrates control and information to help make industrial companies and their people more productive and the world more sustainable. Blake is accelerating the Rockwell Automation strategy by focusing on understanding customer needs and their best opportunities for productivity, combining our technology and domain expertise to deliver positive business outcomes, and simplifying our customers’ experience.

Joining Rockwell Automation in 1985 as a sales trainee, Blake has built his career with the company and has held leadership positions in many areas of the business, including international assignments in Europe and Canada. In his previous role, Blake served as Senior Vice President of Control Products and Solutions, one of the company’s two business segments. Blake became CEO on July 1, 2016 and was elected Chairman of the Board effective January 1, 2018. He is passionate about workforce development and creating a diverse worldwide team of employees that can and want to do their best work.

Blake serves on the PTC, Inc. Board of Directors, the Executive Committee of the National Association of Manufacturers (NAM), and is a member of the Business Roundtable. He also serves on the board of the ARMI Advanced Regenerative Medicine Institute and the Georgia Tech Advisory Board.

Blake is Chairman of the Rockwell Charitable Giving Corporation and is on the board of the United Way of Greater Milwaukee and Waukesha, and the Board of Trustees for the Boys and Girls Club of Greater Milwaukee.

Originally from Atlanta, Georgia, Blake graduated from Georgia Tech with a bachelor’s degree in mechanical engineering. He and his wife Cheryl have four children.

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ALLEN BRADLEY How Tradition Drives a Pioneering Spirit A fifteen-year-old tech nerd thinks up and develops a revolutionary new product. Happens all the time. But this is different – because we’re talking about the year 1893. The precocious developer is called Lynde Bradley. At 16, he wins his first patent for an electrically powered wind vane – and impresses his family’s doctor with his grasp of technology. The doctor, Stanton Allen, invests $1000 in the teenager’s fledgling company and after a few years – and many more successful inventions – the Allen-Bradley company is born. Allen-Bradley survived both world wars and the Great Depression to become a leading global engineering company by the 1980s, when it was acquired by the equally enterprising Rockwell International group.

Part of the company’s DNA has always been R&D – finding new and better ways to do things. In the early days, some of its new inventions even replaced its own top-selling products, an approach that some found counter-intuitive. By addressing each new technological evolution as it emerged, the firm was always at the forefront of innovation while building on its traditions.

In the same way, Industry 4.0 is an evolution, not a revolution in the sense of destroying what has been done before.

Manufacturing processes and systems grow organically, adding new technologies to proven ones and innovation to past experience.

The secret to being a successful and long-established company is to leverage expertise and know how to innovate, evolve and push boundaries further out. Like vines in a world-class vineyard, the oldest plants have the deepest roots and are considered to produce the very best wine. Since the days of the geek kid Lynde Bradley, Rockwell Automation has always aimed to produce the most pioneering technologies – relying on its very deep roots.

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The new joint venture entity will combine Rockwell Automation’s integrated control and information solutions with Schlumberger’s oil and gas expertise to help customers maximize the value of their investments.

Sensia’s value lies in the fact that customers can work with a single source oil and gas automation partner completely and exclusively focused on oil and gas for measurement, data collection, and data-connectivity for everything from optimization to automation.

“Oilfield operators strive to maximize the value of their investments by safely reducing the time from drilling to production, optimizing output of conventional and unconventional wells, and extending well life,” said Moret.

“Currently, no single provider exists that offers the end-to-end solutions and technology platform that address these challenges. Sensia will be uniquely positioned to connect disparate assets and reduce manual processes with secure, scalable solutions that are integrated into one technology platform.”

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Regional Office: LG Electronics Gulf FZE, P.O Box 61445, Dubai. Tel: +971 4 279 9222, UAE, Mr. Amjad Abu Alika, Tel: +971 50 450 9808, email: amjad.abualika@lge.com; Fortune International Trading LLC, Mr. Wail Halbouni, Tel: +971 50 481 3570, email: fortintl@emirates.net.ae; Ghantoot Trading, Mr. Nour Haboush, Tel: +971 50 109 4109, email: nour.h@ghantootgroup.ae; District Cooling Company, Mr. Ahmed Henedi, Tel: +971 50 658 4832, email: ahmed@districtcoolingcompany.com; Al Yousuf Electronics, Mr. Moitra, Tel: +971 50 457 6170, email: pmoitra@alyousuf.com; Bahrain, AJM Kooheji and Sons, Mr. Jayachandran, Tel: +973 36888801, email: v.jayachandran@ajmkooheji.com: Al Babtain Air Conditioning & Refrigeration Co., Mr. Naji Kataya, Tel: +965 5 051 5771, email: nkataya@albabtaingroup.com,kw; BLK, Mr. Imad Rhayel, Tel: +965 5 157 1229, email: irhayel@blk.com.kw; Oman, Oman Gulf Enterprise, Mr. Narender Kumar, Tel: +968 9 747 4505, email: narenderk@otegroup.com; Aspire Projects and Service, Mr. Vivek Wagh, Tel: +968 99357694, email: vivekwagh@aspireoman.com; Azerbaijan, NBC LLC., Mr. Elkhan Sadikhov, Tel: +994 50 216 3363, email: elkhan.sadikhov@nbc.com; Al-Con Maxiwell Group, Mr. Vagif Alexperov, Tel: + 994 50 216 2092, email: maxiwellbaku@inbox.ru; Armenia/Georgia, ARAY Gulf, Mr. Vilson Melikjanyan, Tel: +374 9 307 7755, email: vilson@aray.am; Yemen, Modern House Exhibition, Mr. Khaled Jabr, Tel: +967 71 172 0202, email: mail@mhe-yemen.com; Pakistan, Iceberg Industries (Lucky Goldstar), Mr. Imran Jamil Khan, Tel: +923 21 277 6100, email: ceo@icebergindustries.net

F E AT U R E S T O RY

Floor Standing Air-Conditioner is the Best Cooling Solution in Offices and Large Homes

It may seem like a breeze, but choosing an air conditioner is no cakewalk. The decision to purchase the best Air Conditioning unit to get the coolest, cleanest air for a particular room is one that requires a lot of forethought. This decision rests on hitting the mark with many factors, such as room size, ease of use, amount of energy saved, appearance, and much, much more. Needless to say, research, as with all major purchase decisions in life, is paramount before the inevitable purchase.

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For owners of sizeable homes and offices, the floor standing air conditioner is a typical frontrunner. When situated in the right place, floor standing AC units stand out among its competitors and counterparts.

With that being said, here is a snackable list of four benefits to remember when investing in a floor standing air conditioner unit.

1. You are free to cool whatever room you want Central air conditioning units are the go-to products for holistic, facility-wide cooling.

However, people tend to feel different levels of comfort when faced with different temperatures.

Nowadays, individuals crave a certain level of control in their homes and offices. Some want to snuggle together and watch movies in a cold room, while some want to turn up the heat when having their workout. Thus, the floor standing units are the best option for effortlessly adjusting the temperatures to appease the needs of different individuals.

2. Getting to it is a breeze Ease of use is everything in this day and age. While some may argue that having a remote control for a wall-mounted AC is easy (and it is), these units are oftentimes embedded in hard-to-reach places that may prove difficult when turning it on or off. In contrast, floor standing air conditioners are perhaps one of the least difficult AC units to reach and access, being situated in the corners of various rooms.

If one feels hot or cold, they only need to walk up to the unit and turn it on or off as needed.

3. It can be installed and moved anywhere Floor standing air conditioners are highly mobile units. They are capable of being installed and moved in any of the facility’s rooms, offering a wide range of customizability when choosing which room in the house or 105

office to cool. All this type of AC unit needs for instalment is a flat surface, as not all every wall is suitable for a wall-mounted air conditioner. Not only are they easy to install, floor standing air conditioners can also be moved anywhere should the facility owners decide to place the unit in another room.

4. It cools rooms faster The higher an air conditioner is installed, the more time it takes for a room to be cooled. This is apparent with wall-mounted units which are, more often than not, situated in higher parts of the room. Since the installation level of a floor standing aircon is lower than its wall-mounted counterpart, these floor standing units cool the room quicker. This is especially handy after one gets back home after a hot, lengthy commute.

For larger homes and workplaces, as well as facilities that revolve around convenience, the floor standing air conditioning unit is a definite choice.

However, one of the main critiques against floor standing units are their space-consuming bulk and uninvitingly industrial design. Luckily, the TOSOT I-CROWN Floor Standing (Premium Series) air conditioner units face no such problems. With a sophisticated, elegant appearance, unique design, and slim shape manufactured to fit with any aesthetic or room theme. With its slim figure, this air conditioner can be placed in tighter nooks and crannies, which a plus for saving space.

Not only is its design an instant 108

mood-booster, the TOSOT I-CROWN Floor Standing unit also performs as good as it looks. With a powerful, two-stage compressor, it promises an efficient cooling effect. It can control the speed of the compressor motor, making this air conditioner less prone to breakdowns, unlike other models. It also boasts smart Wi-Fi control, allowing remote online activation. A 140° wide air swing angle, 8.5m super long airing distance, and 1 to 1.2m large air outlet ensures far-

reaching cooling capabilities. It has a R410A eco-friendly refrigerant, allowing you to lessen your carbon footprint while enjoying maximum comfort in your home or office.

Truly, the TOSOT I-CROWN Floor Standing air conditioner is top of the line and gives nothing but cool, clean air. One could even say that compared to this, other AC units are floored by its many advantages and is an outstanding pick overall.

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