BK: Hello, and welcome to this special podcast, brought to you by Hexagon. My name’s Brian and today, in our third instalment of the podcast series “Digital Twins: The Gateway to Autonomous Industrial Facilities” hosted by Adrian Park, Vice President of Pre-Sales at Hexagon’s Asset Lifecycle Intelligence division, we are very pleased to have two guests from Harbour Energy, the largest independent oil and gas company listed in London.
Adrian is joined by James Sitter, Harbour Energy’s VP of Modifications and Project Services, and James Buchan, Technical Data Team Lead at Harbour Energy. Together, they’ll dive into the origins of Harbour Energy’s digital twin initiative and explore its accomplishments so far.
This podcast series is created in partnership with Petroleum Economist and also broadcasts on PE Live Podcasts. Thank you so much for listening and we hope you enjoy.
KS: Welcome to this PE Live Podcast and the third episode in the series, Digital Twins: The Gateway to Autonomous Industrial Facilities, in association with Hexagon. I’m Karolin Schaps, an energy journalist and a regular contributor to Petroleum Economist.
In this episode of the Hexagon Digital Twin podcast series, Hexagon’s expert Adrian Park will be examining, with Harbour Energy’s James Sitter, VP for Modifications and Project Services; and James Buchan, Technical Data Team Lead, the background for the digital twin initiative, what has been achieved to date and how the platform will be used to enable collaborative execution of sustaining engineering projects. We will also explore their further plans to move beyond the digital twin to leverage the smart digital reality for operational integrity and project efficiency.
So over to Adrian, who will facilitate the discussion.
AP: Thank you, Karolin.
For those of you who have been following this podcast series, you might recall that the first two episodes in podcast series, we focused on the nature of digital twins and how digital twins can be used in projects and operations and the potential benefits that can be gained from this. In this third episode, we’re joined today by Harbour Energy, who is deploying the digital twin technology on several operating offshore oil and gas facilities on the UK Continental shelf, and to give us some firsthand feedback on what they’ve achieved, future plans, and advice that we would offer others who are considering embarking on implementing a digital twin.
So first of all, I’d like to welcome James Sitter and James Buchan from Harbour Energy. Thank you for joining me today.
JS: Thanks for having us, Adrian.
JB: Yeah, thanks, Adrian.
AP: Okay. So, for the benefit of any listeners who aren’t familiar with Harbour Energy, could one of you please give us a very brief introduction to Harbour Energy?
JS: Yeah, sure. So, Adrian, Harbour Energy is the largest listed upstream independent in London. We’ve got a leading position in the UK Continental Shelf, as you mentioned, and we’ve also got overseas interests in Indonesia, Mexico, Norway. We produce about 200,000 barrels equivalent today. We’ve got three main operating hubs in the UK. So those involve offshore platforms in hazardous environments. We’ve got a number of platform based wells, subsea wells, subsea infrastructure and processing facilities and manned facilities in an offshore environment. We also got material interests in a lot of non-operated fields throughout the UK and elsewhere, and we also have development in the CCS projects in the UK as well.
So, the name Harbour Energy, it’s new to a lot of people, but it does have a longer history to it. Back in 2017 there was the private equity firm EIG. They funded Crissor to a purchase of the shell assets in the UK that folded up in 2019 to acquire the ConocoPhillips UK assets. And then more recently, 2021, there was a reverse takeover with Premier Oil, and that resulted in what is now known as Harbour Energy, back onto the London listing.
So, before we start discussing the selection implementation of a digital twin solution, could one of you tell us a bit about the prime drivers that led you to decide on the need to implement digital twin solution?
JB: Yes, Adrian. So, we had many legacy systems that required to be integrated following our mergers and acquisitions of our heritage companies. So, these systems were hosted internally and externally with a combination of on premise and cloud solutions, and we had the limited system integration in place with the consequence of restricting our ability to reuse data, having significant risk of misalignment during current engineering and maintenance activities, and the result of the formation of many data silos, which is not ideal. So, to address some of the gaps, custom processes and systems were developed as workarounds, but we still had the issue of high levels of manual intervention being required to ensure data alignment. So, the customer workaround solutions are not sustainable and as an alternative solution was required, that eliminates their necessity. This resulted in data integrity risks and significant data reconciliation effort.
JS: Yeah, and just add to James Buchan’s comments on that, Adrian, you know, we’re as a company, Harbour Energy is really trying to position for future growth activity. We’ve got quite an active capital maintenance programmes ongoing on our assets, which means, you know, we’re more or less routinely doing modifications to the offshore infrastructure. We’ve got a large number of contractors that work with us, a lot of contracting models, systems and processes. But obviously this compounds over time.
We’ve also undertaken quite a bit of organisational change in order to bring the assets together. It’s quite a bit of complexity that’s associated with that. So really from our perspective, it was imperative that we really develop more of a long-term solution to managing our data.
AP: Okay. Well, thanks for that as a background.
Now, obviously, the first step in the process was selection of a digital twin platform and vendor. It’s no secret you finally chose Hexagon. But could you tell us more about what were the major criteria as regards the selection of a technology platform and vendor?
JB: Absolutely, Adrian. We’ve been up to the market a couple of years ago, we really engaged with more of a vision, not just a tender. You know, we went out and we had a view that older operators need to take control of their data owning that digital information is just as important as owning that physical asset. We also had a view that access to that shared data and trusted data, it will really be foundational for the efficient and effective delivery of engineering construction operations, really, anything we’re doing with the assets over their lifecycle. And what we were really looking for in the tender, we obviously look for technical capabilities, but particularly coming from an owner operator side, we’re also looking at the user experience for our operations teams, for our maintenance teams, interconnectivity. Obviously, Hexagon is providing quite a foundational platform for us, but we do have quite a number of third-party software companies that we work with as well. So, it’s that ability to connect to those external systems and it’s really just to allow us more of an open platform for scalable innovation.
What we really recognised in the tender is nobody has the finished article. If you’re really going up in the market and you’re asking for a digital twin, it’s not that you can just buy one off the shelf. So, we’re also looking for companies that we can form strategic relationship with to work where we knew there was that shared vision and to drive toward continuous improvement.
AP: Excellent. So once a vendor was selected, one thing that struck us as a vendor here is Harbour Energy has had a very aggressive approach regarding rule out. There was no concept or pilot that we’re familiar with. You moved straight into a full scale implementation across multiple assets in parallel. In our experience, that’s not usual. Could you tell us a bit more about this approach?
JB: Yes, Adrian. Yeah, I can do. And you’re right, it is quite unusual the approach that was taken. But we had a clear vision to implement a fully integrated cloud solution across all our assets and consolidate our data and work processes into one environment. So, we had that very clear vision upfront. Then this will allow us to realise significant benefits and address the business drivers that I mentioned earlier in the podcast. It was a conscious decision to embark on a digital transformation project with an aggressive timeline with multiple workstreams working in parallel.
So, for Harbour Energy, it’s all about digitalisation, not digitisation. And these are very different strategies to understand. So, digitalisation, for example, includes converting your whole work processes to automated electronic workflows using digital technology. On the other hand, digitisation, for example, just looks at maybe taking a hard copy of book of drawings, scan in the drawings and makes them available in a SharePoint site. So, yeah, these are two very different strategies.
I recognised we needed to move quickly to get the benefits, and this required the holistic approach that we’ve taken, as you outlined. Making small incremental changes would have taken too long, made it difficult to take advantage of the full capability of the solution, including all the workflows, the integration, central solution. And we would have lost momentum as people lose their focus and attention as other initiatives would take priority in the company. This is a fast moving field. You know, things can change in other areas that if we’re not thought about together as a collection. Everyone’s aware of the fast pace of the introduction of ChatGPT and the A.I. and technology world is moving quite a fast pace just now, and we can’t really be holding back.
AP: Thanks for that. So, we’re now two years into the implementation at Harbour Energy. Could you briefly tell us something about what you’ve achieved so far?
JB: Yes, Adrian. So, the cloud solution has been built, including support for engineering, through laser scanning and design tools for projects, for operations, commissioning and project controls. And it will support the whole lifecycle of an asset. We’ve loaded over 500,000 tags from legacy heritage classification structures. These are being converted into a common structure centred around the C4 standard and loaded up over 5 million control documents with metadata being cleaned according to the asset taxonomies and loaded up and tags and documents for migrated from custom and complex legacy systems for each operating hub and a short timeframe of less than three months. So, I think probably unprecedented in terms of the speed and the delivery that we’ve achieved as well.
We’ve loaded over 20,000 laser scan points. These were converted from a standard format and loaded for visualisation. So that information is now accessible by operations, which was never visible before. We’ve carried out trials with the Leica BLK2Go handheld scanner offshore. We’ve processed the data and loaded that into the cyclone enterprise solution from Leica. And this is a component of the cloud solution. And that was very quick as well, you know, a very small amount of training and we can deliver that solution because the technology’s improved dramatically in terms of the processing and loading of data. This enables clash detection with the structural 3D model during engineering design. So, it’s crucial we have that information available.
We’ve converted over 1200 piping and instrumentation diagrams to smart format and the remainder of the Harbour Energy 1000 ideas are due to be completed by the end of this year. We’ve recovered, converted and loaded all our piping catalogues and specifications for all the hubs, and that’s to be loaded up into the Hexagon Smart Reference database for use with the 3D model. And we’re in the process of converting and verifying our nine large structural models from a legacy system to smart 3D. So that’s in progress at the moment and we’re making good progress on that.
In addition, we’ve created 400 commissioning inspection test routines and smart completions, and we carried out a very successful trial offshore with the package on a tablet as well. And we’ve implemented project controls using ecosys.
So, you can see we’ve got a broad set of activities going on over a number of systems and we’ve made some good progress. And part of that’s tied to we’ve approached this as well using the Agile approach with multiple parallel workstreams with screen print planning, regular scrum calls and effective collaboration between Hexagon, Harbour, ENC contractors and other people as well.
AP: That’s a really impressive list of achievements, but could you tell us a bit more about the early wins that you’ve managed to achieve and the incremental benefits you’ve got from these systems?
JB: Yeah, sure, Adrian. So, one of the key benefits is the consolidation of legacy systems into a single cloud based solution using standard out the box software that’s been configured to meet Harbour Energy work processes. So that’s been key.
Also, having an integrated solution allows work processes to be automated and streamlined using electronic workflows, and that’s enabling the whole lifecycle of projects and operations to be managed effectively in one solution. So, it’s the full lifecycle information management process that we’ve got.
Having a common system has also opened up operations, access to information that was once only exclusively available to projects and engineering. As I mentioned earlier, that’s like visualisation of laser scanning of the assets. And having a common system means everyone only requires to be trained and competent in one system. Due to the consistency, this makes cross working much more achievable and effective, and all the contractors have access to the required information on the one platform as well. So, it makes their training less onerous and it means they’ve got access to the one environment that’s managed and controlled by Harbour Energy rather than a third party contractor that traditionally we’ve had in the past.
Clean-up activities carried out during a load of data has improved data quality in the cloud solution. So that’s been a side benefit for preparing and loading the data. And we gained early control of old tide equipment and were able to cheque, correct, and align the tagging data with other systems to ensure the data was reconciled. We have carried out a number of use case proof of concepts such as performing a virtual lane walk from India on a PID using our resource scan data. And that’s been very effective and showing us some discrepancies, and that’s typically carried out offshore. We’ve performed geotagging of the laser scanned data, so we get contextual information up at the tags so we can view information more readily. And we provide a colour coded lock to lock close valves and opportunities so that the offshore assets can very quickly see in a visual graphic what we are the valves are. And we’ve created some more contextual data to make searching and retrieving information more readily available.
AP: That’s a pretty convincing list of business benefits, but I’m sure it wasn’t all plain sailing. Could you tell us a little bit about what the greatest challenges you’ve had to date and how you’ve had to overcome them?
JS: I think it’s pretty fair to say that we presented some pretty big challenges in our tender. You went out with this vision of an end to end platform, full asset lifecycle, everything controlled, customisable access, internal-external users in across the supply chain. Now the key requirement is everything in the cloud remove that burden from our I.T. teams that are on proem IS teams, everything at pace, as we’ve already discussed. We felt it was a very aggressive timeline, even though the tender, and everything on complex brownfield assets, everything’s in a live environment. It’s 24/7 operations, so there’s really no acceptability for any loss of data in any time to this entire process.
You know, some of the really big challenges that we had, you know, James has mentioned the conversion of some of the large models into S3D. We covered live managed models with active projects and active modifications taking place, and we through the designers into the S3D system, quite a bit of collaboration with engineered contractors, Hexagon themselves and quite a few third parties to verify that data. I would say that one kept me up at night a little bit recovering those, but you know, the success of that is really, you know, as we have converted that we’ve actually identified areas to even improve those models that come into the S3D system.
The clash detection in the cloud, we spoke about that, in terms of getting everything in the cloud environment, you know, that’s an area on Hexagon’s roadmap, and it’s not quite a product that you can get directly from Hexagon. So, we certainly worked with other third parties to ensure that we can get a workable solution for the interim and really just to drive that everything in the cloud solution.
And also, you know, an area that we’re quite keen to share back with Hexagon is around how we manage from an owner operator all the brownfield workflows that go through our assets. A lot of the toolsets are really set up, ideally for a greenfield asset that’s understanding the complexity of live operations into it. As James mentioned, you know, the Agile approach, that commitment to standard functionality, open communications and collaboration, that’s been absolutely key through this process.
One of the other large challenges, which I’m sure most people would consider before they would undertake a project like this, is the internal management change. You know, it’s fair to say that the information we’re touching touches every aspect of our business. Whether it be operations, engineering, maintenance, projects, we touch everything that everybody looks at. So, there’s clear engagement with the teams. And part of the engagement is about balancing that, you know, enticing them with the future vision of where everything is going and really getting them on board with why we’re doing it. But also, you know, what’s realistically going to happen today, tomorrow. The operations teams need to know that where they found their data yesterday, they need to know exactly where to find it tomorrow. It’s just about bringing them on that journey and over promising what we can deliver on a day by day basis.
But what I would say can demonstrate this, we have a very complex operations that has formed through a number of legacy companies. And it can be done. It can be done effectively. And I would say we’re seeing that not any data loss. We’re actually seeing data improvements as we go through the process.
AP: Thanks a lot, James.
One of the requirements that Harbour Energy had for the digital twin was its adoption as a collaboration platform across the value chain of operations. You are currently in the process of implementing a major sustaining engineering contract. How would you see the digital twin playing a role there?
JS: Yeah, so the digital twin actually played a central role to this. So, when we put together the tender for the digital twin that was actually developed in parallel with what we call the framework engineering construction contract covering the entirety of our operations, and they really were issued with the same central vision, the same material was used in both tenders to discuss how we want to not just use technology but use technology as a real enabler to see a step change.
You know, one of the things that really stands out to us is if you look at engineering, construction productivity, both domestically in the UK or globally, the last 30 years have been pretty dismal. And there’s a lot of reports that indicate, you know, compared to any other sector where as much as a 50% gap to productivity and the rest of the economy. There’s a guy, Mark Farmer, 2017, put out one of the UK government strategy reports. It was aptly named Modernise or Die. He really stressed that the engineering construction sector was facing inexorable decline brought about by dysfunctional training, lack of innovation, lack of use of digital tools, collaboration and really limited R&D.
At our view in putting out these contracts, both the digital twin and the engineering construction framework agreements, we want to break that trend. In that, technology is an enabler, but you’ve actually got to have the right approach to use supply chain collaboration, your skills development. It really know lap shared objectives and success measures, targets of a continuous improvement and some mechanisms as well about sharing that value.
Some of the areas we’ve really taken on board through that process was moving from a more transactional supply chain engagement to a much more collaborative mechanisms. We’ve embraced some of the areas, even things like the ISO 19650, the building information modelling standards. You know, those are more traditionally associated with the C sector, but the concepts of supply chain collaboration and engagement really ring true with respect to the industry. As James mentioned early, we’ve adopted things like Sea Force to really take on board industry standards.
And you know, the prize is large. McKinsey had a report in 2017. Engineering construction productivity is a global trend. It’s not a pretty trend. It has a $1.6 trillion drag on the global economy. As I said earlier, 50% gap to any other sector in the industries. Any incremental change towards that has an absolutely massive impact on competitors in the industry.
AP: Thanks, James. It’s going to be really interesting actually following that up in the future to see how we actually managed to achieve some of those benefits.
I’d like to turn now to something different. Safety and sustainability are both at the top of executive agendas for oil and gas companies, not only of energy, I’m sure. What would you see the digital twins playing in those areas?
JS: Yeah, obviously, given the nature of our business, you know, we’ve got people offshore in hazardous environments every single day, 24/7 working offshore, you know, in the waves and wind and the cold. So safe operations is absolutely paramount to everything we do. So, from our perspective, running those types of sites have actually simplified the justification of digital twin. We see there’s an intrinsic link between control that information and processing how we can actually manage our assets. As we say, you know, it was really a drive to get control of that information as soon as possible, really to ensure that we didn’t lose any gaps in safety through that process.
And you see similar parallels coming out. We had the Grenfell tragedy in the UK, and Gwen Hackett, which he did a report she highlighted given other sectors at this golden thread of information through an asset lifecycle that’s absolutely critical to the safe performance of those assets. And you know, if we take a look at sustainability, productivity gains, I’d say they’re really an icing to us because we really justified based on control of information from a safety perspective.
But there’s obvious improvements in productivity gains that we made. We’ve got the workflows and access to information. And that’s the key to sustainability. If we look at building things quicker and more effectively, more efficiently and safely, that is how we’re going to challenge the big areas in society. Whether it be energy, security, climate change, economy, we’ve got to be able to execute projects and operate assets effectively.
JB: I think to add to that as well, you know, we also need to attract and retain talent to the ENC sector. We need to ensure we are seen as an area that’s embracing technology, digitalisation and innovation. That’s key to get the right people on board because, you know, having those people there can help to drive further improvements in technology and so on.
The digital twin data quality to improve through ongoing asset modifications and maintenance activities with clear ability to cheque consistency, correctness and completeness of data during handover to operations and further integration will allow streamlining work processes and an improved data alignment with the ability to adopt more efficient master data management. So, the key that we understand where we manage our data, which systems are the master and rather don’t at the moment where we have data being fragmented over different systems, we need to take greater control that. Having the cloud solution helps us to achieve that. It is safety critical information. So, it does tie very closely to the safety concern as well. And we have the opportunity to bring work onshore as well, thereby reducing offshore trips. So that self is a very physical safety measure we can take.
We can make sustainable continuous improvements and further data enrichments through adopting upgrades to the system and joining the roadmap for the Hexagon solution and also just trying to further improved integration, and as I said earlier, making that master the management understanding very clear to within the company.
We can verify our data using the technology. We’ve mentioned examples before where we can do virtual line walking. We can look at geotag analyser scan. So, it’s all enhancing the information and making it more accessible for people and giving them more information that they can make decisions upon as well more timely.
AP: Thanks for that.
What I’d like to do now is ask you both to gaze into the crystal ball a little bit and look ahead from and see where do you see the digital twin and Harbour Energy progressing over the next 3 to 5 years?
JS: Good question, Adrian. You know, I was asked a couple of years ago with the ECITB in the UK to present with a guy named Alex Robertson from Petrofac on what we saw the future of project controls. And it’s actually a term we’ve adopted into our tenders, both the digital twin tender as well as our engineering construction contracts. And the term was three clicks to anywhere, you know. And that’s really remains the goal. And we do state that through the ultimate aim, what we’re trying to get to. We see that digital systems are really transforming how people work. We can see the more recent impacts around some of the AI systems, and I think people are really waking up to the reality that things can change quite quickly overnight and people need to adapt to that new environment. And it’s going to be all about information in the future. We see information supporting decision making pretty much in every aspect of what we do as well getting that right information, the right context, to the right people and at the right time. That’s really going to have a material impact on safety sustainability and really how we can perform and tackle, as I said, some of the big issues in the built environment.
JB: Yeah. In addition to that from James as well, we also want to make sure that we fully implemented, embedded and adopted the digital twin solution. It’s really important that people accept the system, they see the benefits and they use it to all its capability, and that’s both our internal people and also our contractors. So, we’ve got a large network of contractors and it’s really important that they embrace that change and to see the benefits. And I think once you see the benefits and it helps the wider company, then it’s going to be a bit of a snowball approach, I think.
We want the concept of continuous handover from projects to operations. So, we want to see that full lifecycle information management approach where we get to data coming over. Operations should have full visibility of the status of activities during the full project lifecycle as well. So, we want to build to not only have a good handover, but also to have visibility of looking under the hood and seeing what’s happening in projects by operations people. We want to have a holistic overview of the status of all assets to be available so the digital twin can be more than just projects operations. It can really show the life of the asset, it can show where we’ve got safety impairments, we can see where we’ve got isolations, we’ve got maybe a hazard operability studies going on. It’s all going to really enhance all the different functions within Harbour Energy, not just projects environment or operations, but technical safety and all the other groups as well that can use this tool to help them perform their daily work as well.
Implementing autonomous technology and the connection to live data are areas that will enable us to achieve evergreen data, and that’s really important as well. It’s very difficult to get, you know, evergreen data just by, you know, capturing data through projects. We’d need to have the ability to use technology there that can help us to achieve that. This will allow our teams to be more effective and efficient, and we want to move our people to higher value tasks and reduce or eliminate the burden of searching and retrieving data. You know, far too often people spend too long trying to find information and potentially not trusting what they find as well. So, we want to move away from that.
AP: Yes. I mean, I think you’re right. Trustworthy information is actually key for people to be able to work effectively.
I’d like to now ask you both a final question, though probably some listeners to this podcast who are probably in the same situation where Harbour Energy was two years ago. What would really be your advice that you would give them when it comes to considering selecting and implementing digital twins?
JS: We’ve definitely had this question before, Adrian, from other people when they see what we’ve undertaken because it is quite comprehensive. You know, if I just think from a high level, it’s got to be holistic. You know, we are talking about digitalisation. So, you’ve got to think how it will fit into the wider picture. And things can get complex if you really look at it, all the details of it as well, understanding from a high level, how are the pieces going to fit together. We’ve got to have a business case. I guess our experiences is don’t overpromise that business case. You know, the value is definitely there. You know, as soon as you start really stepping into where there’s areas for efficiency improvements, you don’t need to overpromise a business case. You just need a robust case that is deliverable in a reasonable timeframe. So, it’s about collaboration, best practises and standards these days where we’ve internal bespoke approaches or develop their own custom systems. Those days are long gone. That’s really why we’ve really driven towards a cloud, because it almost forces our hand to really follow the best practises in the industry.
And it’s all about involving the right people. You know, this isn’t just an I.T. project. We’re delivering a software that is, you just load it and go. It’s about change that drives a lot of people in your business of a project managers, engineers, maintenance operations. So, it’s really about engaging those people because it’s those people’s day jobs that will be impacted from it. As well having the right attitude as well. Adrian, you know, I’ve been in this industry for almost 25 years now, and this is a pretty exciting time and I think it’s the first time I can look back and think things are really changing and the engineering construction sector is really going to lead the way.
JB: I think to add to that, James talked about collaboration, but I think we need to look at the Agile approach as well that we’ve adopted. Moving to a traditional waterfall approach to implement such a solution really is not really the most effective. And for us, you know, having to take it on board the Agile approach, working collaboratively with all the different parties together, gives you the flexibility to adapt as you work through the process. We have adopted and we have changed the sequencing of the activities that we implement. But the vision’s still there, the vision’s still very clear, but it is about flexibility. And the change management is really important. I know James has spoken about this before, how important that is for roll out this type of solution. And it can’t be underestimated. It’s a big part of the project, requirements to make sure people really understand what the change impact is on their roles and their work. This is a digital transformation, so it’s a multifaceted implementation. So, people need to be aware of what’s been rolled out just now and in the future as well. And implementations on live assets. So, we need to have careful planning and testing to make sure that we don’t interrupt the operations. You know, we need people to be on board with us to get the benefits, but also to not interrupt the live operations.
And the benefits, one of the key things, as well, is the benefits need to be accessible for everyone to understand. I’ve seen it before where people don’t quite get the concepts and it can be a little bit intangible. So, it’s really important to make sure that they are accessible. And if people in the coalface really see the benefits the way that’s going to help them as well. It’s not just about providing dashboards and base graphics; it’s about making a difference to the lifecycle for the operations and projects and the whole asset.
So, I think as a final comment to you, as well as about understanding and influencing the roadmap for the solution itself with Hexagon, it’s about continuous improvement. You know, the solution just now is pretty mature, but there’s still opportunity to enhance it, and there is a roadmap there that we know about. So, it’s been on board with the roadmap and helping to influence that roadmap so that it’s more of a win-win really between Hexagon and the company themselves.
So, I think something that James mentioned was McKinsey 2017, where there was a large productivity gap. And I think people need to recognise as well that there’s an opportunity here not just to influence your own organisation, but to help with a wider gap as well that’s out there in the UK and worldwide as well. So, I think we’ve got a part to play as well to help close that productivity gap and the solution can help to achieve that.
AP: That’s some good advice though of those considering implementing digital twin technologies.
Well, that’s really all we’ve got time for in this episode of our digital twin podcast series. So that leaves me to thank my two guest speakers, James Sitter and James Buchan, both from Harbour Energy, for their valuable time and being willing to so openly share their knowledge and experience with us today.
JS: That’s pretty sweet. Thanks for having us on, Adrian.
JB: Yeah. Thanks, Adrian.
AP: Thank you very much. And with that, I’ll hand this back to Karolin at Petroleum Economist.
KS: Thank you to all of you for a very interesting discussion. And thank you to our audience for joining us. Don’t forget that all episodes in the series on digital twins are available via Petroleum Economist and wherever you get your podcasts. Thanks again and goodbye.