Digital Transformation

Digital Transformation is not just a technological option, but a necessity and therefore an integral part of Group’s strategic priorities. It aims and contributes to:

• Performance improvement:
  Increase revenues and margin while reducing Increase revenues and margin while reducing costs (e.g. through improved productivity, flexibility, quality, speed of decisioning and operations, faster reaction to market and personalized customer experience).
• Keep up with competition:
  Most Mediterranean and global Oil & Gas companies started their digital
  journey and have already realized significant benefits.
• Invent new ways of working:
  empowering existing human capital through acquisition of new skills, talents and practices. Empowerment also comes via the adoption of new collaboration methods, enhanced operations, advanced risk management techniques and crisis response capabilities (like COVID-19).

HELPE Group has already started working on digital initiatives as part of this 3-year journey. This 3-year program has already started to be implemented with measurable and very attractive results in the whole range of its activities.

Digital Transformation is not a typical project with a set roadmap and a defined finish line Program has adopted a sound methodology and a governance model that ensures value realization, via feedback mechanisms and revision cycles, allowing for fine-tuning and continuous improvement at every milestone. Digitalization is achieved by implementing multiple use cases in a scalable manner.

Another important aspect of our approach is the continuous upskilling of the employees that participate in digital initiatives, therefore enabling their enhanced contribution.
Since HELPE Group is constituted of different business models, program consists of three different streams with their respective initiatives:

• Digital Refinery
• Digital Enterprise
• Digital Retail

Our ambition is to use digital technologies and capabilities (eg. Advanced Analytics, Machine Learning, Cloud, AI, process automation and IoT), in order to achieve:

• A collaborative, connected, and contextual Digital Refinery to drive value across People, Assets, and Operations.
• Digitally enabled decision making and streamlined /automated corporate processes.
• Improved understanding of partners and corporate customers, accompanied by enhanced engagement and interaction in the retail sector.

Collaborative, Connected, and Contextual digital refinery to drive value across People, Assets, and Operations:

• 5 digital initiatives towards end to end Optimisation for Supply Chain & Production Units via a systematic operational analysis and targeted, data-driven assumptions and proposals (4 digital use cases and 1 system of records).
• 5 digital initiatives towards enhanced Asset Management, leveraging the benefits of predictive and preventive maintenance in an optimized cost base (3 digital use cases and 2 systems of records).
• 3 digital initiatives for a connected Workforce that ensures safety, collaboration and efficiency (1 digital use case and 2 systems of records).

Digitally enabled decision making and streamlined corporate processes:

• 4 digital initiatives for automated processes that use accurate, up-to-date and combined data (4 digital use cases).
• 4 digital initiatives towards an Organization with targeted, effective and faster decision making across corporate functions (3 digital use cases and 1 system of records).
• advanced analytics in key processes and advanced cooperation, through business processes automation, innovative collaboration tools that promote and leverage existing, group-wide data wealth and content services

Better Know, Engage and Serve customers:

• personalized customer experience leading to increased loyalty, improved customer service and higher profitability.
• one digital initiative for targeted, data-driven pricing models (1 digital use case).
• one digital initiative that will support operations digitalization (1 system of record).