| Early Bird | by 30th, June | € 1,699 |
| Standard Price | by 8th, Sept | € 1,899 |
| Late Registration | by 23rd, Sept | € 2,150 |
€ 6,500
Exhibition Stand + 2 delegates
| Super Early Bird | by 30th, Apr | € 5,500 |
| Early Bird | by 31st, May | € 6,000 |
| Standard Price | by 23rd, Sept | € 6,500 |
If you register 3 delegates 10% discount will be applied
GBP or USD rates are available and are subject to exchange rate fluctuations
Cost of the hotel accommodation is not included in the conference fee. GBC has negotiated special rates at this hotel for all attendees of the event. We will send details of how to book upon receiving your conference registration.
How do large and established oil & gas companies develop their digital transformation strategy? We had a chat with Giacomo Silvestri, Group Digital Strategy, Innovation & Portfolio Management at ENI, to discuss that.
At ENI I’m leading the digital agenda of the company. In my role as a Group Head of Digital Strategy, Innovation, and Portfolio Management, I’m responsible for the overall digital strategy of the company. I’m responsible for what we call digital agenda, meaning all the digital initiatives that we encompass within our group, including technology and digital solutions that fuel digital innovation.
We have a very large and broad scope of programmes within our digital agenda. First of all, within the oil & gas major companies, ENI is the only one where Chief Digital Officer (CDO), reports directly to the CEO. Other oil & gas companies have CDO reports either to Chief Operating Officer or separate business officers (Vice Presidents for Upstream, Refining and etc.) or even to Chief Information Officer. We do that because we position digital at the core of the company’s strategy.
The digital agenda of ENI is composed of around 200 digital initiatives in 4 years plan. We apply all kinds of digital technologies – blockchain, AI/ML, advanced analytics, augmented reality, drones, industrial IoT. We are doing projects on all the typical digital technologies that are out there. We are rolling out those projects in 38 countries, and there are around 1500 people who are directly involved in that. The projects lie all along the value chain – exploration, all the upstream business, drilling operations, even retail, and all the support functions have their own digitalization projects.
Of course, this is part of the role of CDO. Speaking about my role in particular, when I develop the digital agenda for the company and approve it – it’s one of the first points we are paying attention to. We are evaluating how to leverage synergies as much as possible and avoid situations where to different company’s functions approach the same issues with different approaches, technologies, and providers. We do that when we develop digital agenda of the company. We also have a function called Digital Performance which takes care of measuring results and impact of the projects, both in terms of spending and economic benefits. That’s how we align all the projects within the whole oil & gas value chain and across all of our business.
One of the major difficulties, of course, is change management. We work on involving people through the entire project cycle – Elisabetta Purlalli, our Head of Change Management, can tell you more about how we approach to change management around the key projects that we have.
Another difficulty that we face, is the ability to kick off projects in a fast manner. This is the reason why within digital division we have another unit called Digital Delivery. It is sort of digital factory where we prototype and do the typical proof-of-concept with agile design and thinking. This helps us to speed up projects, especially in the beginning.
Валентина Серра-Холм, Президент Европейской ассоциации производителей смазочных материалов, ответила на вопросы Globuc о том, какие тенденции определяют развитие отрасли производства смазочных материалов, и с какими вызовами сталкиваются производители.
Фото: UEIL
Я бы сказала, что одним из ключевых вызовов отрасли в ближайшем будущем станет давление со стороны более жесткого регуллирования.
Уже в нескольких странах были внедрены нормы регулирования по стандарту REACH (Регулирование использования, регистрации и оценки химических материалов Европейского Союза). Первыми из них стали Турция и Южная Корея, и ожидается, что другие страны последуют их примеру. Этот факт вне всяких сомнений усложнит развитие бизнеса для стран-экспортёров, в частности, Европейских стран.
Другой важной тенденцией является продолжающееся движение в сторону более высоких требований к качеству и в сегменте индустриальных и моторных масел.
Эта тенденция работает в интересах высоко специализированных химических компаний.
С моей точки зрения в целом для европейских производителей тенденция является позитивной, так как их продукция в основном отвечает самым высоким стандартам качества.
Третьим важным трендом является увеличение парка электромобилей. Некоторые страны и даже отдельные города в Европе ограничивают использование машин с двигателем внутреннего сгорания, а на будущее имеют еще более амбициозные планы развития шеринга электромобилей.
Для производителй смазочных материалов эта тенденция представляет опасность, так как приведет к снижению спроса на моторные масла, которые составляют значительную долю на рынке.
Но, с другой стороны, это же тенденцифя создаёт возможности для специализированных компаний, которые могут предложить новые продукты на рынке для электромобилей.
С моей точки зрения, Россия и СНГ следуют за общими мировыми тенденциями.
Возможно, есть небольшое временное запаздание с тем, когда эти тенденции проявляют себя в этом регионе, но в общем я не вижу принципиальных различий в тех бизнес задачах, с которыми сталкиваются производители в этих странах и в Европе.
Хорошей илюстрацией является переход от группы I к группе II и III парафиновых масел. За последнее время в России были реализованы несколько проектов переоснащения и запуска новых производственных линий, что подтверждает тот факт, что Россия также как и Европа движется в стороны более очищенных базовых масел и к более высокому качеству смазочных материалов.
Успехом в прошлом году можно назвать хорошие финансовые результаты отрасли, в частности, в России, в которой рост продаж составил 1,2% по сравнению с 2017 годом, и превысил среднеевропейский уровень роста 0,5%.
Рост спроса был отмечен как в сегменте индустриальных, так и автомобильных масел.
Это – результат экономического роста в стране в последний год, что положительно сказалось на ряде отраслей, которые являются потребителями смазочных материалов – металлургии, авотомобильной промышленности и т.д.
UEIL играет очень важную роль для европейских производителей смазочных материалов, так как выступает посредником по значимым общим вопросам, связанным с производством смазочных материалов.
Цель UEIL занять лидирующую позицию в развитии конкурентоспособности отрасли, устойчивого развития компаний для того, чтобы обеспечить высокий уровень и качество европейских производителей смазочных материалов в масштабе мирового рынка. UEIL поддерживает своих членов целом ряде направлений: от вопросов безопасности и охраны труда до доступа к технической информации. UEIL также издаёт ежегодный статистический справочник.
Как независимый и уважаемый источник информации UEIL стремится предоставлять объективную и непредвзятую информацию об европейском рынке смазочных материаловю Информацию собирает, анализирует и дает оценки экспертная команда, в которую входят представители ведущих компаний – производителей. Справочник служит ценным источником информации для принятия обоснованных бизнес решений и нужен тем, кто следит за тенденциями на рынке. Он также помогает информировать внешних игроков об акутальной ситуации на рынке и в отрасли.
Senior Relations Manager
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Manager
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Projects Director
Artem started his career at Globuc as a Research Analyst after graduating from London School of Commerce with a BSc in Business Administration. Over the following two years, having served in many roles since the early days of the company (as a Senior Research Analyst, Business Development Manager in CIS and Regional Representative in Kazakhstan), he has established and built key customer relationships with major oil and gas companies from Central and Eastern Europe, Russia, Kazakhstan, Azerbaijan, and Uzbekistan, including Rosneft, SIBUR, SOCAR, KazMunayGas.
In 2015, he moved back to London and was appointed Project Director, overseeing and managing several events in the company’s portfolio and assuming responsibility for business development and account management.
Artem believes that success is all about your enthusiasm, zeal, drive and motivation. Among various areas of interest, from music to psychology, Artem is passionate about most sports, particularly boxing, although he is not so keen to share with us his achievements in this arena.
Manding Director
Having initially co-founded GBC, Evnika passionately believes in creating communities where peers share business ideas, get exclusive information and most importantly meet long-term partners.
Evnika has worked in the energy sector for more than 10 years bringing key stakeholders to and providing transformational insights at the senior-level events. She strongly believes that quality of content could be second to none, and makes sure her team produce exclusive and quality events year after year.
Prior to this position, Evnika has built and managed CIS oil and gas portfolio at Clarion Events launching and hosting successful large-scale conferences there for more than 7 years.
Evnika holds a BA in linguistics and cross-cultural communication.
When not busy launching new events, she is most probably reading a book, practising yoga or planning her next trip abroad.
CEO
In the Autumn of 2012 Jivko took what started off as just an idea, and with the help of a group of professional friends, founded GBC. Since then, he has worked relentlessly to build and grow the business and with all the hard work and dedication that has gone in, it has thrived.
With a strong analytical mind and armed with many years experience in the conference business, Jivko is the driving force behind the success of the company. His marketing background and commercial vision allows him to create events which are second to none, customer-driven and fun to attend, which is why people come back to them year on year.
Jivko has a degree in economics and masters in marketing.
His energy, passion and unwavering positivity is infectious which makes him a pleasure to be around, both in and outside the office. No task is too big and he sees every challenge as an opportunity to grow.
Naturally gifted in almost every sport that involves a ball, he’s fairly certain that if he hadn’t gone into marketing, he would have become an Olympic gold medalist by now… Team GB, you’ve missed out!
Marketing Manager
In the Autumn of 2012 Jivko took what started off as just an idea, and with the help of a group of professional friends, founded GBC. Since then, he has worked relentlessly to build and grow the business and with all the hard work and dedication that has gone in, it has thrived.
With a strong analytical mind and armed with many years experience in the conference business, Jivko is the driving force behind the success of the company. His marketing background and commercial vision allows him to create events which are second to none, customer-driven and fun to attend, which is why people come back to them year on year.
Jivko has a degree in economics and masters in marketing.
His energy, passion and unwavering positivity is infectious which makes him a pleasure to be around, both in and outside the office. No task is too big and he sees every challenge as an opportunity to grow.
Naturally gifted in almost every sport that involves a ball, he’s fairly certain that if he hadn’t gone into marketing, he would have become an Olympic gold medalist by now… Team GB, you’ve missed out!