Craig Breese
Honeywell Mexico
View from the Top

Companies Have What They Need to Digitalize

Wed, 01/18/2017 - 17:30

Q: How does Honeywell view Mexico’s Energy Reform?

A: We believe that what is happening in Mexico is not a simple transformation but a reinvention. The oil and gas industry has shown willingness to evolve its business and become more efficient and productive. Honeywell has worked in Mexico since 1936 and we believe we are positioned to keep helping. We also have experience with almost all the leading oil companies that are coming to Mexico and have even created specific solutions for some of them. As for midstream, our technology is present in the operation of over 111,000km of pipeline and with so many players looking for investment opportunities, we believe new terminals and pipelines will follow. These will also require advanced technology.

Q: What is one mistake companies make regarding the digitalization of their processes?

A: Most companies believe that installing cutting-edge cyber-secure cloud-based solutions is expensive but it is not. Most companies already have most of the necessary equipment to do so and only require the implementation of adequate digital solutions that gather the most important information, analyze it and offer it back to the operators and decision-makers in a way that is understandable and easy to digest so they can make appropriate decisions.

Q: How does Honeywell ensure that automation technologies advance alongside the human talent of its customers?

A: Our solutions involve competency management so companies can embrace and take advantage of the possibilities that technology offers. Our goal is to avoid the need for people to work in risky places or do repetitive and labor-intensive jobs. We would rather they be in safer locations where they can do the same thing in a faster and easier way, while allowing them to use the saved time on activities that will bring more value to the company, such as think of ways to improve processes, increase efficiency or reduce stress, among others.

Honeywell's Competency Management approach breaks down a company’s industrial automation opportunities into three basic pieces: human, mechanical and technology. These three elements are tightly related so no matter how much a company invests in equipment and software, if its human element is not being developed the investment will be wasted money. That was our goal when developing the technology center in Mexico; to have a training center close to the customer in which human capital could develop knowledge and skills and take advantage of the automation technologies that we offer. The center has cutting-edge technology that allows us to gather information from all over the world about real processes. With that real-world information, we develop courses and training that allow human talent to put their knowledge into practice and gain experience through simulations. This process will lead to safer and more productive jobs. To get those jobs, workers will of course need a different set of skills and abilities but through our training center and other competence management solutions we want to help them develop those needed skills and abilities.

Q: How is Honeywell changing together with the oil and gas market?

A: Honeywell changed its business structure in Mexico five years ago to a system consistent with a high-growth region. Under this system, Honeywell recognizes that Mexico has a lot of potential to grow on different levels and across various industries. Honeywell is well-established in the US, Canada and Europe and through this structure it is looking to further develop local infrastructure and people by designing solutions that are focused on the needs of the Latin American market. This new system has also focused on having a more horizontal structure for each of its business units, allowing each one to focus on its market segments. For example, our process technologies business, UOP, reports directly to Chicago while having local leadership in Mexico