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STRATEGY

portance, which we carefully nurture, with a more a digital replica of one of our drilling rigs was used
free scouting of the external innovation ecosystem. to familiarize Saipem’s and Clients’ personnel with
By doing so we ensure that by the end of every the rig, again leading to several tangible benefits.
year concrete results are delivered, and our open Some of our latest projects have very ambitious
innovation effort has practical application areas. targets to either reduce costs or increase reve-
Lastly, since Saipem is a solution provider, we have nues for Saipem, we are hoping about millions of
no other choice as to actively promote co-innova- euro. However, this value is yet to be materialized,
tion with the entire supply chain, from Clients to I would say in the next 2-3 years, with certain risks
our suppliers and partners. This last point requires and probabilities applicable to innovative projects.
considerable effort, but personally I am convinced It is important to underline that Innovation Facto-
that for successful energy transition forces must be ry’s key task is to “explore unchartered territories”.
joined. This means that we focus on the most disruptive
It is definitely worth to mention, that when our inno- topics and try to bring them to a point, where our
vators finish assignment with the Factory they go business divisions gain enough confidence and see
back to their jobs with a whole different mindset. enough value to buy-in. Then they take over and
Most of them become active change-agents, pro- continue to implement the new idea up to busi-
mote new ways of working and thinking”. ness-as-usual.
Some companies declare that innovative products
When do you think that these new activities generate up to 30% of revenues and I can com-
will become important contributors to Sai- prehend these numbers for Apple or Google. I
pem’s revenues and backlog? would modestly say that if the Innovation Factory
“Firstly, some of the early projects have already im- can help Saipem to reduce costs or increase re-
pacted positively Saipem’s activities. For example a venues by several percent, it would be already a
VR simulator of welding operations was deployed very good achievement, given the specificity of our
to save time and cost of training of our welders. Or industry. Then, ‘we shall see’ “.

Kostyantyn Tomashpolskyy

Kostyantyn Tomashpolskyy joined Saipem in 2006 as a graduate Environmental engineer. He spent first
6 years of his career working on major Oil & Gas projects in Middle and Far East, Australia and Northern
Europe. From 2012 he moved to Saipem’s corporate structure where since held various roles in HSE,
Operations, Business Development and recently Innovation. Kostyantyn holds MBA degree from Rotter-
dam School of Management and he is a strong proponent of the energy transition.

20 20 Impiantistica Italiana - Settembre-Ottobre 2020