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

S E P T E M B E R 2 0 1 9 

N E W S 

CEO of Weatherford 

CEO of World 

Petroleum Council’s 

CEO of ENOC Group 

Exxon Mobil’s 

Ex-CEO 

Rex Tillerson 

8 24 56 68

E D I T O R ‘ S N O T E 

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, 

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. 

4

C O N T E N T S 

N E W S 

FEATURE STORY 

8 

Leading Weatherford 

into the Next Era of 

Oilfield Services 

22 

BAUER KOMPRESOREN 

Launches Compact 

Nitrogen Generator for 

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24 

The Current State of 

Fossil Fuel According 

to the World Petroleum 

Council 

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 

56 Floor Standing 

Sustainability Through 

Innovation: How Enoc 

Became One of the 

Largest Oil and Gas 

Players in the UAE 

Air-Conditioner is 

the Best Cooling 

Solution in Offices 

and Large Homes 

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9

18 Oil & Gas Leaders • August 2017 

12

13

20 Oil & Gas Leaders • August 2017 

16

20

Oil & Gas Leaders • August 2017 

21

FEATURE STORY 

BAUER KOMPRESOREN Launches Compact 

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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 

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- 

24 

18 Oil & Gas Leaders • August 2018

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. 


19 25

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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. 

28 

20 Oil & Gas Leaders • August 2018

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 


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esources 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 

32

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) 

40

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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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 


29 45

48

49

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. 

53

56

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. 

77

C O V E R S T O R Y 

The industrial environment today 

According 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. 

“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. 

78

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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 

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.” 

80

Roterende aandrijvingen 

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2

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 

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. 

82

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 information 

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 

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, 

86

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.” 

87


Expanding Human Possibility 

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 significantly 

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. 

“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.” 

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 – 

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& 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. 

97

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Rockwell Automation and Schlumberger have entered into an 

agreement to create a new joint venture, Sensia, the first fully 

integrated provider of measurement solutions, domain 

expertise, and automation to the oil and gas industry. 

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.” 

100

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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 

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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 

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ceo@icebergindustries.net

FEATURE STORY 

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. 

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. 

104

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 

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Not only is its design an instant 

mood-booster, the 

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models. It also boasts smart 

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large air outlet ensures farreaching 

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has a R410A eco-friendly 

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lessen your carbon footprint 

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Truly, the TOSOT I-CROWN 

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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. 

108

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

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