 Good afternoon and welcome to today's Energy 7R. This is the last Energy 7R for winter quarter. We will be off next week, March 22nd, and return with Brad Page on March 29th, right at the beginning of spring quarter. I'm very pleased to introduce our speaker today, Alicia Green, the General Manager of Information Technology Engineering at Chevron. Students among you may be interested to know that she was a student here in Mathematical and Computational Sciences, kind of an innovative program then and now, and also a stalwart member of the women's track team here at Stanford. So I think she has a great perspective on the Stanford community. She's been at Chevron for a few decades now and worked her way up to a General Manager position amongst many other stops along the way. Again, for the students, she also does IT recruiting. I just learned a few minutes ago that her husband is actually a Stanford CS grad. So without further ado, I'd like to introduce Alicia Green to speak to us today about digital transformation in the energy sector. By the way, Chevron has been the dominant supporter of the energy seminar for at least 10 or 15 years and maybe more. So Alicia, thank you, thank you, thank you on many levels. Please take it away. Well, John, thank you so much for that warm introduction. And it's great to be back virtually anyway on the farm. So I'm actually here in Tomball, Texas, which is north of Houston. And as John said, yes, I am a proud Stanford alum. And I actually was hoping that I would be back there this year. Well, still fingers crossed. I don't think they've completely canceled our reunion yet. But this will be a big 3-0 reunion at Stanford. So hopefully, all will be good in October. And I can actually come back to campus for that reunion. I love coming back to campus. And so as John said, I have a mathematical computational sciences degree. And I've worked at Chevron the whole time since leaving Stanford, which is quite unusual amongst the folks that I graduated with. It is a very large multinational company. And though I've been at the same company for all of these years, I think I'm on my 14th or 15th different role. This is actually my second time in Houston. I started there in California. That's where our headquarters are. I was in San Ramon, California, so about 35 miles east of campus. And then I was here in Houston in the early 2000s. I was in Louisiana for about five years. I did about two and a half years in Bangkok, then came back to California. I was actually in California for about another three or so years before I moved here. And we've been here this time since 2018. I also have a daughter who just graduated college, not Stanford. She went to Wake Forest, but she graduated last year and is now living in Los Angeles. So that's a little bit about myself. And so I'm here today to talk to you a bit about the digital transformation that's going on in the energy sector. And I know that I'm looking forward to sharing some information with you, but then also answering questions as they come and then also leave time for sure at the end. So let's go to the first slide here. So just have a couple of slides just to help with some of the dialogue. So from a standpoint of what our company, Chevron, believes, energy is essential. It really enables human progress across the world. And if you look really across the world, not everyone has energy today. We take for granted here in the US that you flick on a light. And pretty much, hopefully, the lights will come on. And that's not so in many areas of the world. And so that's really what we see as our vital purpose in the world is to deliver the energy that enables human progress. Because you can really track having that affordable energy to people getting to a different lifestyle. Being able to get out of poverty into middle class and other areas. A lot of that can be contributed to countries and their ability to have the energy. And we do think that it needs to be both affordable and reliable. We also feel that we need to protect the environment in which we work. And you can see on here for us, that means the air, water, land, and the climate. And so we are very much supporters of the Paris Peace Accord, I mean, I'm sorry, the energy. And we really do support a price on carbon. We think it takes all form of energy to really meet that the energy demands of the world. And we have made commitments both financial as well as from an employee standpoint across all forms of energy. And then ultimately, it really is going to take innovation to meet all of our challenges. And that's across all aspects of the value chain. When it comes to manufacturing, doing that in different ways, electricity, being able to get electricity both from a renewable standpoint in the agriculture and the transport. When you think about going into from a renewable space, some of the things really are about the infrastructure and the scale and scope of the renewable energy to make it something that can be used across the globe and really meet the demand that not only are those that are used to having reliable energy have, but as I said, those other countries that are wanting to have the energy that they currently don't have. And we don't see this by ourselves. We look to make partnerships and really partner with other entities, both from a scientific standpoint that we really see that will help then accelerate the advances across the world. When I talk about, say, advancing the carbon future, there are kind of three areas that we are looking at. We are looking to, first of all, lower our carbon intensity of the current operations that we have. The second piece is really increasing the renewables. And so we think this is an and world. It's not one of these. It's all of these together. And so increasing the amounts of renewables we have in the offsets that support various businesses we have and even extending or going into different businesses. And then we look to invest in lower carbon technologies. We actually have a wing of the company that's basically a tech ventures wing. And what that does is that looks for companies. And a lot of the companies are in the renewable space. And we provide different rounds of funding for those companies. And also, in some cases, not just the funding, but places to actually test out these new technologies in an already existing space. So it's a very really good symbiotic relationship where it helps the assets that we already have to perform better. And then it helps the companies to really test out their new technology in an actual functioning operational setting. So from a Chevron standpoint, different energy companies have different portions maybe of the value chain. We're really involved in all aspects of the value chain. So this is just a snippet to show basically our company's coverage. So we go from upstream through downstream and what you see here is a very simplistic pictorial of what upstream through downstream means within Chevron. So from an upstream standpoint, that's where we explore for. So look, explore, find, and then produce the oil and gas. Midstream is that wing of being able to transport, whether it's via vessel or pipeline. And there's also a commercial aspect in there of trading. And then our downstream really picks up at the manufacturing plant where we take that oil or gas and then refine it. And then it goes into the marketplace then where I'm sure many of you then go out and buy our lovely product that is fueled with Tecron. So now let's jump into, so where's the intersection then from a digital standpoint? So it's interesting because if you ask many different people within the company, you'd get different answers about how long have we been on this digital journey. Many would say for decades because we have been using digital technologies for many decades. It just might not have been called digital then. When you, for instance, the third piece that you see on here, the industrial internet of things, while that has become the name that we've given things, say over the last three to four years. I mean, in the energy industry, we've been doing that for quite a while. When you think about the sensors that we've had at our various plants, that's what really the industrial internet of things, it's that blurring of the physical and the digital. And in order for us to really operate these highly complex plants, whether they be in the manufacturing side or in our upstream part of the business, where especially our liquefied natural gas plants, where basically you've got many chemical reactions that are going on in order to take the gas, go find the gas. It's in its gaseous state. And in order to be able to store it, you have to take the temperature down and put it under pressure in order for it to get into its liquid state in order for it to then be put on a vessel that stays in that very, very cooled state and under pressure in order to transport it usually from where the natural habitat of the gas is to where the demand is. So we've been doing that for over a 140-year-old company. So we've been doing that for a long time. It's just in the last, like I said, maybe four or five years where now the buzz has become this digital buzz and industrial internet of things. And so you talk to a lot of our engineers or geoscientists or geophysicists and they're like, well, we've been doing this for a long time. You think about, say, like our 3D imaging that we do in order to find the reservoirs and to really assess how much hydrocarbon is in those reservoirs. We've been doing that for a really long time. So what's different now? Well, what's different? And I think it's the thing, if you've heard about the Fourth Industrial Revolution, it really is the difference in bringing together many of these different technologies, as well as the advancements that we've had from a compute perspective. So the high-performance computing that you see, I mean, we've had high-performance computing for a really long time. If we didn't have high-performance computers, our geologists and geophysicists wouldn't be able to do that earth modeling interpretation that they've done for decades and decades. The difference now is the type of compute power allows us to do that even more quickly. And then being able to, we've had the sensors, like I said, on our operational equipment. The difference now is the ability to, in real time, capture the data from those sensors and to have that, say, flow through statistical models that allows us to do statistical analysis. Whereas in the past, a lot of times, our engineers would have to spend the time to get all of that information. So the information would come out. It wouldn't necessarily be real time. It would come to them, but then they'd have to put it into a spreadsheet. They'd have to massage the data, get it, and then be able to combine that data, maybe that reservoir data with some other operational type of data. And by the time they did all of that, maybe a week had passed. And then finally, they were able to get to the analysis. And that analysis now was on very old information. So the difference now with the ability to have cloud compute and your sensors, and then being able to get to real time information and being able to put that, say, into data lakes and combine that data, put it into a model, and then let our engineers actually do the analysis in real time, and then being able to make decisions in real time. That's a lot of the difference. So we've always been a member, a colleague of mine, as had said for years, for many years have been data rich, but information poor. We've had all this data at our fingertips, but not really being able to utilize this data. And so that's what's different when I think of other industries. For them, it's all about going and getting the sensors. So for them, the industrial internet of things is let me go put sensors on all this stuff. And now, oh, all of a sudden, I have all this information that I didn't have before. Now, what do I do with it? And for us, that wasn't the thing. It was like, how do I get all this massive information and make some sense of it? So let me just give you kind of a few more specific, tangible applications of what we've done. And then the journey, I would say it's more of an acceleration as opposed to a start, but it's really the acceleration and focus that we've been on over the last couple of years. So one of our things that we've looked to do really is as our assets become more complex, we look to put what we call advanced process control systems within those assets. So one of our newer assets that we've brought online is in Australia. And it's called Gorgon. It's an offshore field near Perth, Australia. It's a liquefied natural gas. So this is a gas field. And the plant itself actually sits on a, I forget what the specific Australian designation is, but think of it as a highly regulated kind of natural sanctuary. And so we have a energy plant on there. We had to go through many things for the country to let us put our plant there to show that we were not going to impact the environment or even the animals in any way. And just a fun fact there, we basically had to go and monitor that the turtles that are out there that we did not interrupt their mating plans. And so when you go out there and before all this COVID stuff hit and we used to be able to go on those things that fly in the air and people sit next to each other, go on planes and stuff, I was able to take a trip out there. And before you go out there, you have to go through and understand that this is a natural preserve. And you take training before you go out there. And in that training, it talks about how to properly clean all of your clothing before you go out there, your shoes and everything. And then as you go to get on the plane before you get out there, they check your shoes. There's brushes and everything that you have to put on because they want no foreign fauna introduced into that area. And you go out and it's actually paradise out there. So one of the things our advanced process controls help us with, one, it helps us to have as many people out on the plant because we can have more sensors that help to really control the operations. The other thing as opposed to people having to go and check all of the facilities and make sure that you've got, I mean, I taught you a bit through what you've got to do is you're bringing the gas in. You've got to lower the pressure. I mean, you've got to increase the pressure and lower the temperature to these really ridiculous temperatures. Well, again, instead of humans having to go out and make sure that we're at the right temperature or pressure, we've got sensors doing that. And then those sensors then relay data back to Perth where our office is. And people can then sit in the office and it's real-time information then that the engineers get. And then they're able to really control the plant from many, many kilometers away from the actual site. Another example of some of the technologies that we're using, staying in the Asia area and our Singapore area, we have a chemical plant there. Safety is our top priority. And one of the things that we've done there to, as we say, we like to make sure that we have safeguards in place. So we look at a lot of these digital technologies as a way to put a digital safeguard in place and to go from, I think, somebody is safe to I know that they are safe. So by being able to use RFID tags on folks, we're able to see where they are and even monitor, like, are they upright? So we can see if someone, say, has fallen in the plant, we will be able to be notified of that and then we'll be able to get their latitude and longitude and we'll know exactly where they are and then personnel can be sent directly to them. The other thing is as we have, say, various activities going on in the plant, instead of, say, putting up, you know, some cones to say, hey, don't go here, there's some sort of, you know, chemical type of procedure going on, we're using geo fencing. And so the geo fencing then allows and kind of sends a little buzz to say, oh, don't go there. So it's very much a smart plant that we have there, which again is a lot of the use of many of these areas that we've got. Another thing that we're looking, that we're doing across many of our facilities is really utilizing, you know, unmanned aerial systems and the use case there is, you know, currently we have various inspections that we need to do and to look at doing those inspections by utilizing drones instead of having people do that. Because again, that will help remove people from potentially hazardous situations. They can find space like vessel, even though the vessel will be cleaned out, there could still be like residual fumes. And so we like to not have people do that. And so being able to utilize drones to be able to go into those spaces. And then also again, as opposed to having the human eye figuring things out now, you can go in and have, you know, these drones with very, you know, high definition cameras and have the cameras do the viewing. And in some cases, you know, being able to have the cameras bring things back and then do, you know, like photo analysis to see what does that look like? So you could look for say defects that maybe the naked eye couldn't even see. So that even further helps from a safety and reliability standpoint. The other thing that we've done where we've used data science, and that's something close to my heart. As you heard, I have a mathematical and computational sciences degree. And I tell all the data scientists who are at Chevron now that I was a data scientist before it was cool cause that's all mathematical and computational sciences is. Is it's really what we're calling data science today. And so some of the things that we've looked to do there when we, like when I said, we talk about our maintenance is instead of having say some of our equipment be on a time-based maintenance procedures, we go more to predictive based. And so, you know, where you would take, say for, we have a decision support center for our rotating equipment and we have turbines and compressors like about 2000 across the company. And basically we can get all of the data that comes back again from the sensors that is on that rotating equipment and really look at the history of the equipment and look at it across the whole fleet and then predict when we think there'll be an incident and then take that piece of equipment out of service before there is an incident. And then so what that allows us to do then is have people then go to the site before there's an incident and then when they go, they actually know what the issue is. And so they go, we had the right people that go there with the right tools. And again, that can help prevent any sort of safety, you know, incident that there could be but more importantly, it helps with the reliability of our plants. And so then we can do controlled takedowns of equipment as opposed to equipment failing, you know and not being expected to. The last one that I'll mention is we also have a another decision support center as we called it called the Well Deck. And during there, it's actually located here in Houston where I am. And really all of our complex wells across the company are monitored from this place. Think of a very like large room and with huge monitors like on the wall that kind of show where all of the wells are being drilled all around the world. And we've got about 10 to 15 people sitting in there and those 10 to 15 people have these huge desks with monitors of their own and they're able to see how the drilling is going. And think of it as like expert set of eyes to really help the people that are on the ground. And again, and to bring in maybe, you know analog information from another similar well that was drilled to help drill that well better. And again, in order to do that, we need to be able to have, you know, cloud computing. We need to be able to have our high performance computers. So it kind of brings all of these different things together. And I didn't mention the bottom right there but it's really crucial. I mean, all of this that I'm talking about cybersecurity is at the heart. And so if you think about this flow of information we want this flow of information to go to the approved people. And so cybersecurity becomes even more important than it was before. So we build all of the different types of use cases that I just told you that have the various digital technologies associated with them. Our principle is, you know, we build them secure, you know and we make sure that, you know, our folks can get into it. And cybersecurity is kind of a never ending thing because all of these technologies that I just told you about that we utilize in our business. Well, the bad people using them too, you know so the bad people use data science to kind of figure things out of how they can get in, you know, to, you know, systems that they shouldn't, you know, in the past it used to always be, you know, build firewalls and keep people out. And now it's assume people will get in. And so now it is how do we detect very quickly and then how do we, you know, detect, investigate, you know, boot out and recover? I mean, that is our mantra. So we have a very sophisticated cybersecurity protocol that goes on where we've got a basically a cybersecurity center couple actually where we do kind of a follow the sun method. So we have constant monitoring that's going on of both our business network as well as our industrial or kind of field network. Okay, let me see, see if I can see some of the questions here. Yeah, there's quite a few, I've been coming through them. So maybe you can either pick them out or I could give you a few. Why don't you give me a few maybe that go with what I've been talking about. That'd be great. Okay, well going way back, there is some interest in carbon emission reduction, just general background, carbon emission reductions and carbon pricing, what Chevron is doing and recommending. I do know, I think it was last week, Chevron issued its fourth climate change disclosure report We did called Climate Change Resilience Advancing, Hello, Carbon Future. I think it's unavoidable. In the talk like this, you'll get questions regarding that. So I wonder if you could start with that and then we can get into some more of the IT and technology things you mentioned in more detail. Yeah, so as I said before, we have the kind of the three pronged approach where we are looking to significantly reduce our emissions both through our GHG emissions and we've got targets across our value chain. To date, our greenhouse gas is down 20% and our methane and flaring intensity is down 50 to 60% since 2016. And then we've got targets for, we had some 2023 targets that we've already exceeded and we have announced new 2028 goals that expects to take us down another 35% since 2016. And so, from a standpoint of the carbon emissions, the carbon kind of technologies, I mean, a lot of what we're focused on is really capturing carbon. So hopefully you all have maybe heard about our, we just, I think we announced it a couple of weeks ago, a partnership between us and, so Chevron, Slumberger, Microsoft and a clean company, clean energy systems company and basically it's going to take kind of the greenhouse gas carbon with basically some bio waste. That then gets, can get gasified. There's also some air separation that goes on there and then there's through the clean energy systems, what they have is a power block that helps convert all of that into electricity. And so those are, those are kind of some of the things that we're doing in the carbon kind of carbon capture and lowering of carbon space. And I would definitely, you know, have you go to, as John said, the going to our Chevron climate that we just, yeah, I think we just, I think that was out just last week because yeah, we're in our investors day and I think right after that, we released that so it's a nice, like about 70 page read, not too bad, but it's got, it's got much more specifics about, you know, what we plan to invest in, you know, kind of lowering our carbon, where we're looking to increase our renewables and offsets and then also the, what I just kind of explained to you, some of the lower carbon technologies we're looking to invest in. Super, there were a number of, just another, before we get into the IT area more directly on technologies that could be considered to be silver bullets, game changers, I guess I would call them backstop technologies. So I'll just give you three that were explicitly mentioned, a deep hot geothermal director capture and sustainable ways to produce shale. Yeah, I don't know that there's a silver bullet, which is why, you know, we've been investing in many different companies, like I kind of said in the beginning. And so, you know, for us, we think it's going to take many different types. We think it's gonna take, you know, wind, we think it's gonna take solar, we think the, you know, the carbon, you know, we're doing like carbon sequestration, things like that. So we think it's gonna take many different forms of energy and that there's not one silver bullet that's going to kind of get us to where we need to be from a greenhouse gas and, you know, lower emissions perspective. There's one final question, just as an ally, because he keeps coming up. Does Chevron have a preferred way to do carbon pricing, either a way to do that or a number, you could think of many possible ways to do that. I understand the Biden administration is back into the social cost of carbon business, something that I've worked on the last five or 10 years as well. You know, that's one, it's a little bit out of my area of expertise on the carbon pricing. I've heard a little bit about that. And again, I think the specifics, I would definitely point you to our, you know, the release that we just had. Because I think there are some ideas in there about how we look to do carbon pricing. Okay, now back to your... I just want to speak out of school on that one. Yeah, yeah, yeah, yeah, if people are interested in that. I know Arthur Lee a bit. He could probably help us. I'm sure you know him. Yeah, yes, definitely. Back to your directories of interest, which I'm kind of overly interested in as an energy environment person anyway, having started my career in national security and whatnot. How do you think about that? A lot of questions on, wow, there's so many things going on and as you mentioned, Chevron has been doing this kind of thing for a while, but for you personally, how do you keep track of all this stuff? And a lot of questions on, how do you coordinate just your own stuff, let alone you're facing with people who are doing things that could affect you or be affected by you? And then for me, as a national security analyst, years and years ago, I shudder to think how bad this looks from a national, could look from a national security point of view. I don't know. So the other way of putting this with somebody did explicitly ask is, how high up in your list of risk to the company, either financially, public image, national security and whatnot is cyber nowadays. Every time I hear a cyber expert talk, they always say, this may seem bad to you, but if I could tell you all, I know it would seem a lot worse, which I find a bit irritating because it just makes me, I find I'm very unsettled. So how do you think about that panoply of issues from where you sit as a kind of expert and not person try to deal with all these things simultaneously within your company? Yeah, it's definitely up there for us. I mean, this is, and I think for most companies, it's at the board level. And so one of my colleagues is our, we have a chief information security officer. And we all have to partner together. So how do, I don't keep track of everything. That's probably the first thing because otherwise I would not be sleeping. And I'd probably have more gray hairs in my head than there are already. No, I don't feel so bad. So I think that the key for us, and we do this across all of our corporation, we are very much a matrixed organization. And what I mean by matrixed is, we look to have expertise that works as a team. So we have cyber experts. So we've actually say from a talent management standpoint where some folks stay at Chevron as long as I have, but we also hire from the outside. So we have many people, as we started ramping up our cyber security practice probably about five, six, seven years ago, we hired some very skilled people like from our own government who are doing cybersecurity for that to come and help us. Yeah, this wasn't always a board topic. Before, you know, when it was before, again, you put buzzwords, the thing was where it's cyber now, before it was information risk management. And that was always an IT thing and have the IT people go figure stuff out and whatever firewalls IT people keep us safe. And then when, you know, as all the world started really moving to having a more free flow of information, you also started seeing that that information is valuable and when the value is there, I mean, that unfortunately, then sparks up another industry, which is a nefarious industry. And so I think it's having both talented people as well as tools. And so we have very sophisticated tools, which I won't go into, but we do. And then it's something that there's also coalitions around this where, you know, say from the energy industry, these would be something, would be things that we as the energy industry actually meet and share information on. Because when you think about national security, say if somebody could get into, you know, one of the plants that I was talking about, like our advanced process controls where we have people, you know, that are remote being able to operate some of our things. Well, if that's a bad person doing that, think of the damage that they could cause. And so from that standpoint, this isn't like colluding or trying to do anything, but this is more of a, how do we, how do we create a coalition to keep us safe? And so really sharing information and how each other are, you know, protecting, you know, these digital assets. That's one way that we do it. And then, you know, from the, you know, we, I think my peer and my boss who's a CIO, they probably meet with the board quarterly. And so this is something that's looked at. And so it's not just an IT thing. You know, it's something that all facets of our business are aware of, aware of the threat that's there and what are everybody's personal responsibility. Because think about it, somebody, it can just be as simple as clicking on a link to an email that you're not sure about that gets infiltrated. So, you know, we do white hat hacking. And that's, you know, so there's definitely a component of that which is awareness and teaching of personal responsibility in addition to, like I said, the monitoring and tools that we have. And now as far as the other things, one of the pieces that where I say that this, in the last two years, what have we done in our digital transformation, we have gone to, so while I said we kind of have this matrixed organization, it's also kind of decentralized, which is, it's good from the standpoint where you can, again, get people with different, you know, strengths, say whether it's in drilling or in trading or in reservoir engineering. And, you know, they're all really strong and then they're out in all the different countries. You know, in the past there was kind of had a little bit, maybe too much autonomy. And so one of the things that we're doing now is we're really going to be able to deliver these digital technologies in scale and scope. We are utilizing a logical construct of platforms that are really based on the different parts of the value chain. So instead of each business unit, because we have 13 or so different business units and upstream, instead of each of them having their own tools, what we're looking to do is really have a subsurface platform. And so all of the digital tools that we will use to really enable exploration through production will be delivered through this digital platform. And then that way, that gets us to be able to really ensure that we have common applications and more important common data. And that data can flow not only within that piece of the value stream, but then it can go to, you know, our wells area or from our design through to decommissioning or into our, you know, procurement area. And so we have a construct of 12 different kind of functional platforms, again, a logical construct that connect all the different pieces of our value chain and business, even the corporate function areas. And then it's underpinned by an IT platform so that we also have a very similar way, you know, that we have, you know, our cloud environment and our networking. And that's one of the things that we're doing within our digital transformation is utilizing a more of this logical construct that we, that will allow as innovation happens that we can innovate, design once, and then kind of deliver across. And so that also helping to, as opposed to in the past where, you know, you had to kind of stay in contact with these like 50 different business units and what are they all doing and what application did they pick and can this application talk to that application and had the application, say this application, you know, had a different data definition for well versus this one, then you have to build things in the middle, get a lot of spaghetti as we call it. And so we're trying to, and that's one of, with my role as IT, the GM of IT engineering, it really is having that engineering discipline within IT to build both applications and data in a very similar way, so that we can actually do data science and the analytics on top of it. Great, yeah, so I guess I know you can't get into kind of methods and whatever they call it, methods and models on the cyber side, because it might give the, as you pointed out, a new ideas to the bad guys as you put it. Can you categorize sort of general, are you worried about your equipment being taken over and disrupted, blown up, people stealing money, oil, who knows? Is there a way to talk about general categories of risks that you feel are important? It's kind of like what keeps you awake at night most at this point. Well, many of the stuff that you just said. So, I mean, there's definitely, we are concerned about, you know, when you start talking about the industrial internet of things, it's a very powerful thing to allow, you know, engineers and our geophysicists and geoscientists and our, you know, commercial folks to be able to, you know, get at data, you know, combine data in a very quick way to make really good business decisions. So that's the good side of it, the bad side of it. Again, if it's not, if we don't have that secure, you can, you definitely can have folks that can get in. And especially as you start talking about how highly instrumented our operations are, you know, if somebody is able to get in and, you know, either take that over or to fool an instrument to say that, you know, if there's an instrument looking at a pressure and then the pressure is within a certain range, but somehow, you know, you're able to go in and kind of say, oh, the pressure isn't there or say even like a vessel where a vessel, you know, if you get in and like get to the kind of GPS, you know, a lot of the folks, and you talk to a lot of the folks on our vessels today, and it's probably the same thing with, I would think with aviators where a lot of these things, it's so, you know, automated that people don't know by hand how, you know, by hand like steer these big vessels, right? And so it's those types of things that definitely do keep us up at night. Those are, you know, we categorize them as kind of the highest potential of risk. And then we also look at the likelihood of them happening and then based on those risk matrix. So that's really what our cyber is about. It's very much a risk-based and where do we go? Very Bayesian, right in the wheelhouse of ICME, as we can now call it here for sure. I did have a couple of slides. I wanted to say, because I see we're getting close time, I actually wanted to go to... Okay, go for it. Let me see here. So just a couple of things. I want to talk about maybe the softer side or the people side, but it's not even, I don't even want to say softer because it's just as important. So really, I mean, I talked about all the things, right? But the other piece of digital is really just learning. There is a mindset shift about, you know, we are in a mature business. And so as I said, that's why I said in the beginning, I said, if you ask people, we've been doing this forever. It's like, yes, but then there's also like, how do we do the same things that we've been doing but solve them in very different ways? The other piece is, you know, because we're such a big business, long business, sometimes things take a really long time. And so trying to get people to think more from an agile standpoint and trying to be more iterative. Cause I mean, that really lends itself when you start thinking about kind of doing transformation or breakthroughs, it really is about, you know, you don't know what you don't know. And so you can't have some sort of plan out where I'm going to do this, this, this and this. It's like, you kind of have to have hypotheses, have hypotheses and kind of iterate. And then because technology is changing quite a bit, being that continuous learner and challenging yourself to continually learn all these things. And I talked about the collaborative nature and this transparency and information theory. This is the thing for us to be able to get to that scale and scope where it's not, you know, again, the 40 different business units. It is, you know, an entity, one big entity that is the company and then how do we share so that we look across the world and that if somebody's come up with a great idea, we're able to quickly pick it up and replicate it across. And then finally, one of the things just to maybe leave with some of the students, as we really see going forward, we've kind of coined this phrase of digital translators because there is this intersection between the kind of engineering technologies and the digital technologies. Because as I said, that whole piece of solving, you know, old problems maybe in a different way, there's, I mean, there's still, think about, you know, geoscience or geophysics, there's still the, you know, some of the physics principles that you're gonna go through. But then it's like, how do you blend that with some of the digital to help look at how we interpret in a very different way to maybe to drastically reduce the cycle time that it takes. And so what we've found is people in our company who either from an academic standpoint actually have like dual degrees, you know, so somebody who has say a petroleum engineering degree and a statistics degree, or, you know, like say a geophysics degree and a computer science degree. I mean, that's what we call digital translators or somebody in the company maybe who came in again, academically either in maybe that digit, you know, more of a CS or data science space and then learn, you know, but then was in, you know, either the upstream midstream or downstream and really learn that engineering side. It's in the translators where we find the magic to happen because if you have folks where you have folks that know computer science and no data science but don't really understand the business of energy or the fine workings of the different engineering aspects of drilling a well or exploring for it or doing the operations or doing the, you know, the commercial trading or things like that, they just know the tools and there could just be fancy, cool tools. Or if you have somebody that only knows the petrotechnical side and has no clue of what the digital is, then there's this kind of huge schism in between and you can almost be speaking a different language. And so that's why we call it translator. You need kind of that translator that kind of knows both sides and can say, hey, I kind of know enough about this to be able to talk your language, no doubt about this talk yours. And I think if you guys come together, some of the magic could happen. And so that is what we're finding that folks that are kind of there, we need deep technical folks on the both sides and the petrotechnical side and on the digital technical side, but then we also need translators. Interesting. So therefore your IT department is actually not only useful as such, but also perhaps a facilitator of a change in corporate culture that brings these two disparates. There's a lot of questions about that. How do you make rapid transitions in a big old successful company? So you can do through the IT work with these, it's interesting, you immediately love a little recruiting plug in there to get, that'll work much better if you have people who can actually play that role, which you called the- And I've actually done that in my career. So I came into Chevron as a computer programmer based on my background. I was very fascinated by the piece of the business that I was in, which was that midstream piece of the business, which was that commercial piece. And so then I went and I was like, well, I wanna learn more about what they do. And I got the opportunity, I was gonna building an app and they didn't have enough time. Like people were too busy to kind of come and give me business requirements. And so it was like, okay, well, can I just go and sit with people? And that's what I did was I went for a month and I just sat with them and learned what they did. And the best thing for me was one day when the guy who was like my buddy was like, hey, I need to leave, why don't you cover my desk? And so I was covering his desk and I was using like the prototype that I had built. And I was like, good Lord, this thing is clunky. And in my mind, I saw the code and I was like, well, this is an easy fix. I was like, this will take about a half an hour to go fix this. And now that I'm using it. And so like, when he came back and I was like, all right, I'm gonna go fix this, I'll come back. And I came back and I used to take him two hours to do something. And when I took a half an hour and then by the, when I like rewrote the code, it took him 15 minutes, you know? But it was because I could see both sides. Like I knew exactly what he was doing. And I also knew that that wasn't really easy coding fix. And I just went and did it. So... I think that's a great transition into your up close and personal with the students now as you're now an even more impressive role model for them that I thought an hour ago. So Alicia, thanks for your inspiring talk. It is important, I think, for big companies who can make changes quickly to get synchronized with all that's going on in the world now. And you are doing so in many, many dimensions, some of which we didn't even get into today. Yeah. That time flew by so sorry. I'm happy to come back and share more. Yeah, well, I hope next time you'll be able to do so in person. So you can, I'm not sure if we'll get it done by the time of your reunion, which may be delayed anyway. So thanks once again for an inspiring and eye-opening seminar. Thank you very much. Thanks for having me.