Innovation & Digital Transformation

  • >160
    applications, automation, and dashboards developed internally by 2021

  • >700 hours
    of training for employees directly involved with the Digital Initiatives to date

  • €42 mil.
    total investment (start of program in 2020)

  • >70
    Digital Initiatives on the program roadmap, 24 of which have been completed by 2021

Innovation &
Digital Transformation

In the context of achieving a holistic transition of the Group, a multi-level Digital Transformation program is being implemented in three pillars
a. Digital Refinery, b. Digital Group Operations and c. Digital Retailing.
Digital technology and its capabilities are tools for every area of the Group’s business and their exploitation and integration structurally changes the way the Group operates and creates value.

The Group's Aproach

Digital Transformation is not just an operational option, but an integral part of the Group’s strategic priorities, which aims at and will contribute to:

  • Improving corporate performance by increasing turnover and profitability while reducing operating costs (e.g. through improved productivity and operational flexibility, increased quality and speed of corporate operations, faster commercial response and personalized customer experience).
  • Effectively addressing competition, taking into account that most energy companies in the Mediterranean (and globally) have embarked on their digital journey, already reaping significant benefits.
  • Promoting new working practices, empowering existing human capital with new knowledge, skills and modern operating practices, while adopting new approaches to team organization, collaboration and efficiency. In addition, new capabilities for responding to and minimizing risks during a crisis (as was the case in COVID-19) are incorporated.

The Digital Transformation program aims to leverage and integrate digital technologies and skills such as advanced Data Analytics, Machine Learning, Cloud, Artificial Intelligence, Process Optimization/Automation and the Internet of Things into all areas of the Group’s business activity, structurally changing the way the Group operates and generates value.

It also aims to change the overall culture and way of doing business of the Organization and its people. In order to implement digital initiatives more effectively, joint/mixed working groups have been organized by subject, consisting of colleagues who are familiar with business needs and processes, associates specialized in digital technologies and people responsible for the implementation and monitoring of these initiatives (following modern agile methodologies). This approach is accompanied by a program of upgrading skills and strengthening the organization with new ‘digital’ capabilities, enabling all potential participants to contribute to this effort.

Given that the Group integrates multiple business activities, the program is structured around three different pillars, with corresponding initiatives:

  • Digital Refinery (including Petroleum Marketing), aiming at becoming a collaborative, connected and digital refinery that will motivate and value employees, contribute to operational safety, create additional economic benefit for the company, and improve the operations of the production units.
  • Digital Group Support Functions, aiming at achieving more efficient corporate operations through digital
    solutions in the decision-making process.
  • Digital Retailing, aiming at better knowledge and service to partners and corporate customers, as well as increased interaction in the retail sector, creating significant commercial added value for the organization and customers.

Additional initiatives related to new business activities (e.g. use of digital actions to support the energy transition) are expected to be included in the near future.

The Group has completed the necessary Digital Transformation planning and this multi-year program has already started to be implemented with measurable and significant financial characteristics. The objective is to transform the Group through a multi-year plan with a total investment of more than €40 mil., which includes around 80 digital initiatives that will bring the Group benefits that will exceed €50 mil. per year when fully operational.

In the context of achieving a more competitive, extrovert and innovative Group, a new IT and Digital Transformation company was established in December 2021, whose strategic directions are structured in the following areas:

  • Implementation of Digital Transformation, creating a Digital Innovation Hub that will design and implement centralized digital solutions.
  • Provision of integrated and homogenized technology services to all Group companies, based on a costed list and in accordance with the use of each service.
  • Implementation of centralized resource management practices to optimize and rationalize operating costs.
  • Leveraging of external funding sources, with a view to further improving cost structures.
  • Strengthening of the innovation culture in the Group, through effective communication of technology initiatives.
  • Strengthening of the Group’s image by communicating to stakeholders the utilization of new technologies in the energy sector.

The new company will leverage innovative technologies and flexible collaboration models to deliver services that facilitate rapid decision-making, with a focus on collaboration and effective governance.


Program Structure

Digital transformation adopts a sound methodology and a holistic management model that ensures the expected added value, recognizing that digitalization is achieved through the scalable implementation and integration of hundreds of digital initiatives. For this reason, feedback mechanisms for conclusions and suggestions have been built into the Group’s approach, with the aim of enabling adaptation and continuous improvement at every stage.

The program is based on two processes, which define the operation of the respective departments, as described in the diagram below:

Based on these processes, both the implementation of initiatives and the production of value/results are monitored. The initiatives/projects can be:

  • Digital Use Cases: Initiatives that use new digital technologies to solve specific business problems.
  • Modern Applications (available on the market): new or upgraded applications (operational or industrial) to modernize key business requirements.

Digital Refinery

A modern digital, interconnected refinery with key focus areas involving:

  • Supply Chain Management
  • Production Optimization
  • Asset Management
  • Energy Management
  • HSE /Digital Operations
  • 10 Digital Initiatives
    have been completed in 2021, 7 of which were launched during the year

  • 7 Digital Initiatives
    were launched in 2021 and are ongoing

Digital Group Support Operations

Digitally supported decision making and efficient corporate processes are achieved by:

  • Automation of operations to accelerate process integration
  • Leveraging of available data and better visualization for optimal decision making
  • Leveraging of modern business applications and process optimization
  • More efficient ways of working and new collaboration techniques across the Group, through the automation of business processes and the introduction of innovative tools that highlight and leverage available corporate and production data
  • 14 Digital Initiatives
    have been completed in 2021,12 of which were launched during the year

  • 2 Digital Initiatives
    were launched in 2021 and are ongoing

Digital Retailing

Better customer knowledge and service includes:

  • Personalized customer experience, leading to increased loyalty, brand enhancement, improved customer service and higher profitability
  • Digital initiative for targeted pricing, based on a wealth of primary and secondary data, for optimal profit margins
  • Digitization of operations and supply chain
  • Launch of a modern
    Loyalty platform in 2021

Investing in our people and new technologies

Specialized Knowledge

The most important prerequisite for the successful implementation of the Digital Transformation program is the upgrading of the company’s human resources, through the acquisition the necessary digital skills, such as:

  • Upgraded program management skills to achieve the Group’s Digital Transformation.
  • Upgraded skills and specialized knowledge in digital technology concerning the key areas of activity in the Group’s Digital Transformation (advanced analytics, process automation, Internet of Things, etc.).
  • Specialized knowledge in digital technology, but also in-depth knowledge of the business processes in the operational units that it may affect.

It is therefore a priority to realize the required infrastructure by creating Centers of Excellence (CoEs) for Advanced Data Analysis and Modeling (Data Science), and for Automation and Robotics solutions (Process Automation). The Centers of Excellence aim to support digital initiatives on issues related to their expertise by providing specialized services and implementing best practices across all development pillars.

In 2021, those directly involved with the Group’s digital initiatives attended more than 350 hours of distance learning on relevant concepts and digital technologies through the centers of excellence and more than 700 hours to date. In addition, the design of the Digital Academy, which will offer complex learning programs in various digital technology disciplines, was completed.


Digital Partnership Tools

Finally, significant steps are being taken to introduce and assimilate new models and collaboration tools, creating multi-disciplinary project teams that implement overlapping actions with the participation of employees from different operational directorates of the Group. By eliminating geographical constraints, using modern teleworking channels, and exploitingthe advanced capabilities of technology, the Group is rapidly transforming itself, evolving the ways in which employees communicate and collaborate.

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