The Effects of the COVID-19 Pandemic on the Coworking Spaces in Poland

The chapter deals with the changes occurring during the COVID-19 pandemic in the coworking sector. We have collected data and information from primary and secondary sources. The latter include in-depth interviews, covert participant observations and computer-assisted telephone interviews (CATI). We analysed the changes of the number of coworking spaces (CSs) and main mechanisms behind them. The findings reveal the relatively limited scale of decrease in the number of coworking spaces and illustrate how the pandemic outbreak influenced the effects of CS operations, especially on the real estate market. It is argued that independently-run CSs suffered the most, whereas corporate CSs with a stable core of corporate clients, central location and limited competition have been more resilient. With regard to the changes generated by the COVID-19 pandemic, the most significant transformations are seen in the decreasing number of non-virtual events organised by CSs, whereas the scale of the other impacts of CSs on the local milieu decreased slightly. © 2023, The Author(s).

2023-2027 Capital Project Portfolio: The Strategy and Issues Behind the Challenge to Undertake the New FPSOs Necessary to Fulfill the Company's Pre-Salt Business Plan in Brazil

The ambitious five-year strategic business plan for Petrobras presented a challenge for its Surface Installation Engineering Department. This paper explores the business case behind the strategy, initiatives and identified issues that enabled Petrobras to design, plan, contract, build and deliver more than fifteen new O&G production systems. The company transformation relied on strategic parallel initiatives. Four areas concentrated the efforts: Corporate Integration, Surface Installations, Subsea Systems and Reservoir Wells. This article focuses on the analysis of the technical actions in the Surface Installation department. Nonetheless, it summarizes the related essential efforts, as well. The optimization process started with high level assumptions, for instance to reinforce one company value. That is, to keep and develop a strong in-house technical knowledge. This allowed to continue a previous development initiative to create internal Concept and Basic Design Engineering for Standard FPSO Design. The major challenge occurred during the COVID-19 pandemic. Petrobras mobilized its longest and largest Organizational Response Structure (EOR) team in its history. It involved all company departments with direct contribution of more than a thousand employees assigned for two years. With deep respect to the lives impacted and lost, there were lessons learned in this process, although Petrobras managed to continue its essential operations. From Corporate Integration perspective, Petrobras actively managed its asset portfolio to reduce the company's debt. Combined with favorable commodity prices, it allowed the company to restore and increase its financial situation to invest in oil production development despite observed volatility in the macroeconomic scenario. Regarding Reservoir and Wells, innovative technology created conditions to reduce the overall completion time. Subsea Systems layout optimizations and a more efficient resource management like the PLSV assigned fleet present significant contribution to the results. standardization process to evolve. Optimization in system machinery design templates saved time while respecting each project unique input design conditions. One of the results was a new series of FPSOs with All Electric concept design. It consequently tends to increase efficiency and overall reduction of greenhouse gas emissions. Another key point identified was the interface among Petrobras, its supply partners, and shipyards. Through a permanent FPSO market monitoring committee, the process of procuring technical qualification was updated and stimulated early engagement of critical equipment suppliers. Furthermore, Petrobras have been continuously improving the drafting of contract terms for each FPSO project to stimulate shared interest. Finally, there were also improvements during FPSO construction and commissioning phase. The above mentioned efforts are expected to increase the chances of Petrobras delivering its strategic plan and sustainable growth. There are lessons learned to undertake fifteen O&G production systems in a synchronous manner. This is a considerable number of offshore projects for any operator company. © 2023, Offshore Technology Conference.

IoT and its Significance on Smart Technologies in the Health Sector-An Extensive Review

IoT seems to be the trending solution in all sectors notably because of the yield in productivity, efficiency, effective strategies, and results that are associated with adapting to this technology. These positive results are enormously experienced in one of the crucial sectors which determine and ensure the prolonged healthy life expectancy of mankind. It is well noted that a lot of work has been done on this topic in Academia and Corporate field all over the world but this paper will present a selective review that has been done so far by the Academic world as a scholarly article and a resource for the Health Sector in Fiji to earnestly integrate smart technologies in its architecture. © 2022 IEEE.

Implications of COVID-19 policies on the sustainable corporate practices of European firms

Purpose: This study aims to analyze how mixes of COVID-19 policy responses are shaping the context in which companies will compete in the following years, defining how the crisis might impact firms' ability to keep their commitments to sustainable practices. Design/methodology/approach: European country-performance data for the years 2019 and 2020 were grouped into indicators of macro sustainability, then cross-analyzed against the policies adopted during the period (also grouped based on their impacts on sustainability pillars), using correlations, factor analysis and clustering. Findings: The influence of traditional sustainability determinants was reframed according to the novel context shaped by the policy responses to the pandemic crisis. The social and digitalization aspects gained the most relevance and appeared interconnected, with digitalization of employment attaining overall more traction. Moreover, changes in the leadership within sustainability domains were observed for each identified country-cluster, due to newly implemented emergency policies. In fact, environmental innovation, digitalization and social support policies appeared to be the main variables to be impacted by the intensity of the policy efforts. Practical implications: Businesses monitoring the developments of sustainability policies closely, will observe novel trends in technological applications. Social implications: Policymakers and researchers may gauge the efficacy of policies against the COVID-19 crisis in the domain of sustainable development and resilience. Originality/value: This paper provides a cross-analysis of quantitative macroeconomic and quantified policy responses to the 2020 pandemic crisis, linking each indicator to the pillars of sustainability that were relevant for companies between the crucial pandemic outbreak years 2019 and 2020. © 2023, Emerald Publishing Limited.

An Assessment of Corporate Zakat Payment During Covid-19 Pandemic

This study aims to assess corporate zakat payment during the Covid-19 Pandemic Period. This is intriguing due to the fact that Covid-19 caused lockdown, recession, and financial crisis that could affect the company. Unlike business activities and performance which are significantly affected by locked down policies due to the Covid 19 Pandemic charitable activities including Corporate Zakat exhibit a more positive resilient response to continuously support those in need and affected by covid 19 during the pandemic period. This study employs a qualitative method based on the data provided. The outcome indicates that Covid-19 pandemic period had no impact on corporate zakat payment, as some businesses continued to pay zakat during the pandemic. This demonstrates that Covid-19 had no direct impact on zakat payments made by corporations. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Why Zero Trust Framework Adoption has Emerged During and After Covid-19 Pandemic

The rise of COVID-19 brought an unprecedented change in the way people lived. It left several people in a work-from-home situation. This Paper aims to investigate the recent works which applied Zero Trust and the reason that this framework adoption has emerged during and after the Pandemic. In this regard, a questionnaire was prepared, and its results are reported. According to its results, with Zero Trust Architecture (ZTA) gaining skyrocket popularity and trust, for around 60% corporates, ZT Access is planned for future, while for around 30% corporates, the project is in pipeline. None of the organizations surveyed have the ZTA in place. 14% of organizations are uninterested in adopting ZTA. Plus, in past 2 years, the percentage of north American organizations having a ZTA on the plans to establish one in the next 12–18 months has shot up. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Evolution and Trends in E-Learning Approaches to STEM, Engineering Education and Corporate Learning: A Bibliometric Analysis to 2021

Since the emergence of "computer-based learning", education has changed forever. This is true not only in academia but also in the engineering industry, as it has changed the way companies train engineers and technicians. Companies generally refer to these technologies as "computer-assisted learning". Academic institutions have applied these new learning approaches to complement traditional classroom presentations. When the Internet became available to individuals, some authors used the term "web-based learning"while others used the term "internet-based learning". Over time, the phrase "e-learning"became a general expression for learning approaches that were different from classroom presentations, which could be synchronous or asynchronous. The terms "online"or "virtual"learning also emerged, but the term "e-learning"predominated, and has now extended to academia and the corporate world. New variants of this concept have been developed, such as "mobile learning"and the combination of a presentation modality with electronic learning has resulted in the development of "blended learning". Since 2020, increasing numbers of publications have been produced in the areas of electronic and blended learning driven by the COVID pandemic and its consequences for education around the world, including engineering. Although publications in the field of engineering education are still led by the USA, we find that STEM publications are led by China. © 2022 IEEE.

Supervisory forward guidance: the effectiveness of the 2020 euro area supervisory capital relief on the bank credit supply channel

We investigate the effectiveness of the euro area's single supervisory mechanism's capital relief measures in response to the outbreak of the coronavirus pandemic, in terms of large non-financial corporations' lending outcomes. Using a granular borrower level dataset and controlling for the policies of other euro area authorities, bank characteristics and demand effects, we find that the lifting of the pillar 2 guidance (P2G) capital recommendation had a considerable statistically significant impact in supporting bank credit supply. The results are attributed to both, the capital made available and announcement effects. The latter are generated by the communication of supervisory plans and the fact the P2G was not designed to be ex ante "releasable ". The announcement of granted supervisory flexibility seems to have reduced uncertainty surrounding forthcoming regulatory responses in the beginning of the pandemic and acted as a de facto "supervisory forward guidance " in support of bank business decisions. Going forward we propose the creation of a formal supervisory forward guidance strategy, to complement the existing communication channels, to the benefit of banks' and market participants' decision making during both normal and crisis times. Our work therefore contributes to the literature threefold: (i) it introduces a novel granular supervisory dataset at the borrower level, (ii) it is one of the first papers to take a euro area supervisory perspective in analysing the effectiveness of capital relief measures at the onset of the Covid-19 pandemic, and (iii) it proposes a new supervisory policy instrument, the "supervisory forward guidance " with the goal of informing and steering banks' and market participants' expectations in order to prevent distress episodes.

Green Supply Chain Quality Management and Corporate Green Performance: Structural Equation Modeling based on the PLS Method Axe: Green and Sustainable Supply Chain

This research aimed to examine the impact of Green Supply Chain Quality Management (GSCQM) on Corporate Green Performance (CGP). A questionnaire was distributed to a sample of (113) practitioners of large multinational companies in the industrial sector and which are established in Morocco. Data were analyzed using PLS-Smart software which is specialized in structural equation modeling. The software was used to determine whether the tin dimensions of Green Supply Chain Quality Management (i.e. independent variable);Green Human Resource Management, Green Leadership Behavior, Green Supplier Quality Management, Customer Focus, Process Management, Information and Analysis, Eco-Design, Green Purchasing, Environmental Cooperation, and Reverse Logistics have a significant impact on Corporate Green Performance(i.e. dependent variable). The software was also used to test the two mediation variables, namely: Green Organizational Culture and Green Innovation. The findings revealed that the practices of « Green Supply Chain Management are having a significant impact on green innovation;and the implementation of the « Green Supply Chain Management has a positive effect on Corporate Green Performance. However, Green Organizational Culture and Green Innovation did not have a significant impact on Corporate Green Performance according to the respondents' ratings. Therefore, this study is based on two main theories, namely: cost theory, institutional theory, green theory, stakeholder theory and resource-based theory. © 2022 IEEE.

Implementation of Security System Using Computer Vision and Temperature Detection

For corporate and private groups, providing security and secure access to workplaces has long been a top priority. From keypads to fingerprint sensors, there have been advancements in the way security is delivered over the years. Even these, though, have their flaws and weaknesses. Computer Vision is a more powerful and modern technique which can be integrated into a security system for the purpose of increasing the overall level of security. This project aims to create a security system that utilizes this software as well as a temperature sensing module to enable secure, monitored and contact-less, access. The facial authentication is achieved with a help of a webcam connected to the system and a python program on which this is executed, after which the main control is transferred to the Arduino UNO Microcontroller board which tests the two incoming inputs and provides access based on its decision. A training model is employed which studies the given images of the users and detects them when entry is requested. © 2022 IEEE.

Implementation of a Virtual Job Shadowing Experience for STEM Students Participating in a Corporate-STEM Connection Program

This evidence-based paper investigated the impact of a virtual job shadowing program on first-year university students' retention in STEM majors, knowledge of STEM careers, and motivation to continue in STEM majors. Research shows that most students enter STEM majors with little knowledge of what a career in their specified major does. In order to address this problem, this study provided first-year students the opportunity to job shadow a near peer mentor who was participating in a cooperative education program. As a result of the impact of Covid-19 on intervention activities, the development of a virtual job shadowing experience for first-year students was designed and implemented. This paper outlines the details of implementation of such a virtual experience, the challenges encountered, and students' overall experience with the virtual program. The virtual shadowing experiences consisted of virtual meetings between the first-year student and a near peer mentor. During the meeting, the mentor and first-year student conversed about the company where the co-op student was working, major-specific coursework, career-related information, skills required by the profession, goal-setting strategies, and how to overcome challenges. The main questions investigated include: (1) what learning experiences were provided to first-year students?;(2) to what extent were students satisfied with their virtual shadowing experience?;(3) what strengths were identified to ensure implementation fidelity? and (4) what areas for improvement were identified to ensure the quality of the virtual learning experiences? During the 2020-2021 year, 34 students participated in at least one virtual shadowing experience at one of 25 companies who participated in the program. Data collection included a survey completed by students before and after they had experienced the program, post program surveys by student mentors, and focus group interviews with first-year students. Results show overall positive experiences from the virtual program. Of those who responded to the survey regarding the virtual shadowing experience (n=28), 93% somewhat or strongly agreed that the experience met their expectations, 96% somewhat or strongly agreed that the experience allowed them to learn about industry, and 92% somewhat or strongly agreed that they would recommend the experience to others. In addition, 83% responded that they enjoyed their experience “a lot”. Results from the student survey also show 85% of students stated that the job shadowing experience makes them want to continue in their major. This paper addresses how the implementation can be improved and what services may need to be added for future virtual job shadowing experiences to improve students' learning experiences in a virtual job shadowing program. © American Society for Engineering Education, 2022

Zip to Industry: A First-Year Corporate-STEM Connection Program

The purpose of this project was to investigate the influence of a job-shadowing program on first year students' retention in STEM majors. Many students enter STEM majors with little knowledge about what a career in their fields entail and may be discouraged from persisting in those majors if they face obstacles in their first-year STEM classes. This NSF-funded IUSE project developed an intervention to address this issue by pairing first-year STEM students with a near-peer mentor currently enrolled in a co-operative education program and allowing them to job shadow the mentor at their place of employment. The goal of the job-shadowing was to allow first-year students to increase their knowledge about careers in STEM fields, and their self-efficacy to succeed in STEM majors. The program was implemented for three years, with three cohorts of first year students, with 136 total students participating across the three years. Results of three years of implementation of this intervention will be discussed, as well as the lessons learned from shifting the intervention from face-to-face activities (touring the company, observing hands-on activities, participating in company events), to a virtual shadowing program during the covid-19 pandemic. Findings indicate that students who participated in the job shadowing program were retained at a higher rate than a comparison group with similar demographics and academic profile. Students found the program to be valuable to learn about STEM industries and reported that participating in job shadowing increased their interest in remaining in their majors. © American Society for Engineering Education, 2022.

Women in the Physics and STEM Pipelines: Recruiting, Retaining, and Returning in the Aftermath of a Global Pandemic

Designing strategies to implement diversity, equity, and inclusion (DEI) best practices have become a mainstream topic of conversation in the workplace. Surface-level changes are questioned, and more consequential actions and practices are sought out by employees (administrators and faculty in higher education) and their clientele (students) in industry and in academia. Both the academy and the corporate world have launched initiatives showcasing their efforts to recruit and retain diverse workforces within the STEM pipeline [1 - 2]. Still, various studies have demonstrated that women were more likely removed from the workforce or faced significant career setbacks as a result of the COVID-19 pandemic [3]. With a focus on women in Physics, this paper will provide a synthesis of the major research findings on the potential impact of the pandemic on both new and existing inequities faced by women on STEM career trajectories. These findings include those enlightened by informal discussions with women physicists at varying stages of their careers. We seek to uncover and identify how the pandemic may have further exacerbated those inequities already present in the workplace. By comparing and contrasting the underlying inequities and the role that the pandemic may have played in the corporate and academic workforces, we will explore and identify potential DEI solutions and best practices that organizations and institutions might implement to better support and retain their current workforces. For example, the pandemic has forced organizations and individuals to rethink work-life integration as they have attempted to achieve a new balance in what is often referred to as the new normal. Though neither academic nor industry STEM fields have yet found gender parity in their respective workforces, through a cross-sector comparison, this paper will address a fundamental shift that needs to occur in the way effort and performance is measured to retain and return female talent into the STEM pipeline. It is both timely and critical to take more immediate action to address gender-related DEI issues and their impact both pre- and post-pandemic on women in Physics and STEM career paths. © American Society for Engineering Education, 2022.

Timestamp analysis of mental health tweets of Twitter users along with COVID-19 confirmed cases

Twitter users post tweets on many topics, emotions, and events. The technological advancement and ease of tweeting quicken people's interaction with social network sites. Engagement with tweets led to product promotion in many corporate companies. Many studies focused on understanding tweeting patterns for marketing, retweeting, getting noticed, and receiving feedback. The time of a tweet was used for marketing strategies. Domain-based tweet timestamp patterns helped corporates in their tweet schedules and attracted more customers for their products. We collected 2.3 million depressive, anti-depressive, and COVID-19 tweets for one year. Our analysis of these tweets results in detailed tweet patterns in different timings in a day and days in a week. The depressive tweets follow the diurnal pattern, whereas the anti-depressive tweets follow a similar trend with intermediate aberrations. We also classified the tweet keywords into three different types with their frequency and amplitude of tweet patterns. Analyzing multi-domain tweets to discover time series patterns related to human health will be helpful for the planning and execution of medical disaster preparedness and emergency teams. © 2022 ACM.

Integrating Hybrid and Remote Workplaces into the Post COVID-19 Engineering Corporate Landscape

The COVID-19 pandemic has forced engineering firms to reconsider the role of traditional, corporate work facilities for their full-time workers. During the height of the pandemic, over 40% of engineering employees worked remotely. This greatly changed their perceptions and expectation about the remote work environment. Over 40% of engineering employees are now willing to “take a salary cut in order to have more flexible work arrangements, such as full-time remote and hybrid work facilities arrangements, from their employers.” Employers also learned firsthand the limitations and benefits of a large-scale remote workforce including cost savings. This has forced engineering managers to consider how to integrate remote and hybrid corporate work facilities into the traditional workplace, post COVID-19. We examined the data on the dynamics of traditional, hybrid, and remote workplace facilities to determine the best default work facilities arrangement. While we suspected the traditional work facilities arrangement would be the least viable option, we were surprised to find the benefits of hybrid work facilities be so clearly dominant, that we consider it to be the default engineering workplace of the future. © 2022 IISE Annual Conference and Expo 2022. All rights reserved.

ANDTi Virtual Assistant

Due of the current COVID-19 pandemic crises, there is a worldwide need for quick medical findings. Furthermore, due to a lack of medical facilities and medical practitioners' hectic schedules, several examinations must now be performed by the general public. Also because of the high rate of transmissibility of COVID-19, even asymptomatic patients can readily transfer the virus to others, faster detection is critical during the initial phase of COVID-19, which is early identification. The earlier a patient is detected;the better the virus's spread may be stopped and the patient can undergo proper treatment. As the nationwide vaccination process is in its later part, it is obvious that the government will uplift its regulations and the employees will have to return to their workplaces or offices. As a solution to this upcoming urgency the authors would like to propose a solution to identify COVID-19 patients in advance at corporate level. As an IoT based solution a device is supposed to be setup on top of each employee's desk, which in return will be used to monitor the oxygen level, temperature, and heartbeat rate of the employees. © 2022 IEEE.

Development of Inclusive Finance Amidst Pandemic in India: A Conceptual Framework

The study aims to develop a conceptual model for inclusive finance regarding any economic or health crisis through microfinance. The conceptual framework seeks to show how different factors help microfinance institutions navigate the COVID-19 health crisis and reach the ultimate aim of Inclusive Finance. The paper is theoretical and develops a conceptual framework for establishing Inclusive Finance (IF) and Microfinance Institutions access (MFIA) in emerging economies like India. The study provides the dimensions of the inclusion of the informal sector (IIS) as a mediator between the relationship of MFIA and IF. Further, the study designs the conceptual framework and suggests the importance of the Government Intervention (GI) as a moderator and includes the informal section (IIS) as the mediator between the MFIA and the IF. The framework also offers the factors affecting MFIA are Financial Literacy (FL), Flexible Repayment Model (FRM), Digital Financial Services (DFS), and Corporate Disclosure (CD) during COVID -19. The study will help the researchers, practitioners, and policymakers redesign the policies for specific vulnerable sectors like microfinance to absorb the shock-like health crisis- COVID -19 or any financial shock and reach their aim of inclusive finance. © 2022 IEEE.

Virtual Safety Assistant: An Efficient Tool for Ensuring Safety During Covid-19 Pandemic

Using intelligent virtual assistants for controlling employee population in workspaces is a research area that remains unexplored. This paper presents a novel application of virtual humans to enforce Covid-19 safety measures in a corporate workplace. For this purpose, we develop a virtual assistant platform, Chloe, equipped with automatic temperature sensing, facial recognition, and dedicated chatbots to act as an initial filter for ensuring public health. Whilst providing an engaging user interaction experience, Chloe minimizes human to human contact, thus reducing the spread of infectious diseases. Chloe restricts the employee population within the office to government-approved safety norms. We experimented with Chloe as a virtual safety assistant in a company, where she interacted and screened the employees for Covid-19 symptoms. Participants filled an online survey to quantify Chloe’s performance in terms of interactivity, system latency, engagement, and accuracy, for which we received positive feedback. We performed statistical analysis on the survey results that reveal positive results and show effectiveness of Chloe in such applications. We detail system architecture, results and limitations. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Smart Customer Experience of ESG Education Capability Building Roadmap for Smart Consulting, Reporting and Engaging for Carbon Peak and Carbon Neutrality Goals

Cultivating talents for executing environmental, social, and governance (ESG) activities is increasingly essential for the education sector. It is because the social and ecological resilience of the human society depends on guiding human development towards sustainability. To prepare future professionals to manage climate change and the Covid-19 pandemic recovery challenges, the article proposes several ESG educational models, based on and design workshop outcomes using stakeholder analysis and the ESG and carbon neutrality research. Three partner maps for ESG consulting, reporting, and engaging have been developed, with special attention on the use of digital technologies to manage carbon emission for green and just transitions. Based on these maps, a model 'Smart Customer System on Carbon Information' is proposed. The model highlights the importance of collaboration across professions such as management, accounting, public administration, public relations, communications, business intelligence, and data sciences, resulting in an integrated capability building roadmap among stakeholders. Future education practices and research must advance and facilitate the overall 'smart customer journey' of carbon emission reporting in order to account for ESG records for a net-zero carbon-neutral future, with the help of information and communication technologies. © 2021 IEEE.

The Journey of Uplifting: First Ever Petroleum Development Oman Corporate Digital Competency Development Program

With capability training becoming ever important, our Pilot in-house developed and run program during COVID-19 delivered a comprehensive digital learning ecosystem which enabled participants to develop their digital skills and competencies. The digital learning journey empowered Petroleum Development Oman (PDO) staff to become ambassadors working in collaboration to enable their department digital plans. Building on international best practices, uplifting our engineers to become data scientists will drive direct business value in an efficient decentralized manner and cater for the ever-growing demand for digital transformation. As PDO embarks into the digital world, the program offered participants customized learning paths enabling them to utilize technology to optimize their daily operations, increase efficiency and effectiveness. Also the program enabled staff to get hands-on exposure to digital projects and what other companies in the sector add a practicing in the space of digital transformation. Hence, participants have built the required digital muscle and competencies to drive PDO digital agenda and bring value to the business. With the vision of promoting and pioneering our talent and organization as future ready, the program played a vital role in reshaping PDO's image in coping with the Volatile, Uncertain, Complex and Ambiguous (VOCA) working environment. The program started as a pilot project covering a specific number of PDO staff to build their digital competencies and experiment with various learning paths and tools. Also, the program focused on on-boarding their managers into the program to fully understand the added value of launching a 19 week program with diverse approaches to build their staff's skills. Moreover, one of the key goals of the pilot project is to test various mentorship and coaching approaches to ensure higher completion rates from all participants and cater for their technical challenges. As PDO working towards corporate digital strategy, the program is paving the way to build a robust training and competency framework, a task force capable of driving change and forward looking plans. With the successful results of the pilot, replication of the methodology and maturing the program is now being taken by PDO Information technology department to corporately build digital muscle within PDO value chain. As a result of participants' first pilot project and implementation posts evaluation assessment, the management endorsed the launch of cohort 2 for the program tackling a bigger number of staff and expanding the range of competencies to tackle in the areas of data science, machine learning and personal intelligence. One of the key learnings which was implemented in cohort 2, is building a comprehensive stakeholder map and alignment plans to ensure the right path of corporate scale beyond and benefit a bigger audience within the corporate. For example, multiple workshops and engagement sessions have been done with PDO Learning Academy and technical coaches in different departments to match the outcomes from cohort 2 and the aspiration of PDO building digital competency framework. In addition, PDO digital competency development program has aspired to build an ecosystem within the organization and in collaboration with external stakeholders like universities, e-learning platforms and technical partners to ensure sustainability of such initiatives and their scalability beyond PDO. The program sparked many conversations within the ecosystem to build collaborative teams and joint task force to investigate how we can build digital competencies for our staff and as well for startups to encourage growth from various aspects. © Copyright 2021, Society of Petroleum Engineers