Businesswoman, philanthropist, educator, and entertainer Revani “Rani” Puranik discusses the convergence of sustainability and work ethos as part of the Energy Transition. Photo courtesy of ranipuranik.com

With a mind for business and a passion for people, one woman leads the legacy her family trailblazed in corporate social responsibility.

Revani “Rani” Puranik, named successor for the CEO of Worldwide Oilfield Machine (“WOM”) and current Chair of the Puranik Foundation, continues the institutions her parents created with the same emphasis on mindfulness, sustainability, and opportunity for all.

In addition to extending the reach of WOM’s 3,000+ employees across 10 countries–and counting–Puranik shapes future leaders and innovators of energy through The Energy Project, a program launched in 2020 by the foundation to support young minds tackling environmental challenges for sustainable development across five sectors: Alternative Power Generation, Sustainable Consumption, Waste Management, Urban Design, and Water Sustainability.

In her upcoming book, Seven Letters to My Daughters, scheduled for release on May 24th, Puranik shares lessons in love, leadership, and legacy carved out of distinct seven-year periods of her life. And if inspiring the next generation and writing a book weren’t enough, Puranik has her eyes set on building a more holistic charter school in collaboration with Baylor College of Medicine.

With just a moment to spare before she launches a new initiative, Puranik met with EnergyCapitalHTX to discuss what Energy Transition looks like from her perspective.

EnergyCapitalHTX: You’ve had an interesting career, with one foot in something very altruistic, and the other in energy–which has a reputation for being… not so altruistic, let’s say. How did you get here?

Rani Puranik: First, I'll tell you that none of it, none of it, was planned.

The 1st 17 years of my life, I lived in Houston. I went to Lamar high school thinking I was going to be an engineer. But I was on a robust and dedicated journey singing and dancing, too. I was always very active and engaged in my heritage that way.

I went to India after I graduated from high school and stayed in my parents’ vacation home, which was next to a poverty-stricken area. All I thought was, “hey, how can I help?”

And that “how can I help?“ has always turned into larger projects than I ever imagined. Before long, I was running an after-school dance program for 60 kids. But it was more than dance. These girls needed a safe space to express themselves.

EC: How did you end up back in Houston?

RP: Well, life happens. I came to Houston on a one-way ticket with $200 in my pocket. My dad was still living here in Houston, running Worldwide Machine, so I volunteered in his company to keep busy.

Finally, in 2012, I realized I’m never going to be an engineer; I graduated from Rice with an MBA in finance in 2014. And then I just dedicated my entire life to WOM, my two girls, and the Puranik Foundation my mother started when I was in India.

EC: On one hand, you're encouraging innovation around building a sustainable environment with Puranik Foundation. And with WOM, you provide offshore equipment, services, and expertise. Do you see those concepts blending as part of the energy transition?

RP: One of the core principles of WOM is “stay curious.” We have something called the Idea Factory; sometimes we get ideas that are related to sustainability and alternative energies. The people that come up with these solutions and methods are deeply involved from start to finish as part of our research and development team.

We’ve currently got a patent on a frac valve that is so much healthier for the environment. There’s no disposal of grease, there’s much less use of water and chemicals injected because of the way our frac valve operates, and the pressures and temperatures it can sustain and withhold.

We’re also looking at design, revisiting processes and asking, “how can we make this more efficient?” How can we reduce not just the emissions, but the use of oils and liquids and fuels with process improvements and enhancements for the equipment that we're manufacturing?

EC: And for the foundation?

RP: What's important for me is to understand what energy is, why it's needed, and how we can tap into it from all sources.

If younger minds can think of things like some of the students in this year’s cohort of The Energy Project– things like using human movement to not just capture, but transform, energy–we're headed in the right direction.

EC: The energy transition is increasingly branded as a transition in mindset more than anything. Mindfulness is a core tenet of your foundation, is it a part of the nine core principles of WOM you mentioned?

RP: Absolutely. I've been called an empathetic leader because I listen. And I say the first part of listening is receiving. When you receive information, you're empowering yourself with knowledge and information being shared by someone else for you. And then you can offer a direction, a guide, or just a helping hand.

There's definitely a shift going on where people not just want to be heard, but there are leaders and organizations who understand the value and the importance of it. We can't do things on our own.

EC: You emphasize collaboration and human connectivity often, which are vital components of the sustainability economy. Can you elaborate on how your organizations embody these concepts?

RP: I made up the “earn to return” philosophy because I saw it in my own parents and I said, I've been given very valuable resources and I've been given a talent to connect people. And if together, that can create something beautiful to really enhance the abundance of resources and create stable pathways for people in their livelihoods, then that's my purpose and that's what I'm going to do.

And in the process, yeah, we make great sales, great profits. But then the profits have to be returned back to our local communities and our people and our kids so that they end up having stable livelihoods for their future. For me, that was always the driving force, and it still is.

But I'll tell you again, none of it was planned. None.

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Houston-area company to develop next-gen batteries for electric helicopters

emissions-free flight

Webster-based KULR Technology Group has announced a strategic co-development collaboration with Robinson Helicopter Company (RHC) to develop a next-generation, high-performance battery system for the eR66 battery-electric helicopter demonstrator.

KULR, an electronics manufacturing company, will serve as the developer of the advanced battery system for the eR66 platform. KULR will design and integrate a high-performance battery structure that uses its proprietary battery safety technologies and thermal management solutions, previously developed for aerospace and spaceflight applications.

California-based Robinson Helicopter Company is the world's leading manufacturer of civil helicopters. Its eR66 is expected to deliver zero-emission, affordable and quiet performance for “high-demand applications.”

“Robinson Helicopter has built more civil helicopters than any manufacturer on Earth, and their commitment to reliability is exactly the standard KULR’s battery architecture is designed to meet,” Michael Mo, CEO of KULR, said in a news release. “KULR’s battery systems have been qualified for NASA spaceflight. They were designed from day one for dual use: a primary flight cycle and a certified second life. The eR66 is where that architecture proves itself in rotorcraft.”

David Smith, president and CEO of Robinson Helicopter Company, cited the partnership as a shift in service for commercial and civil operations and touted the potential environmental benefits.

“By integrating electric propulsion, we aren't just reducing our environmental impact; we are unlocking critical new capabilities for life-saving missions,” Smith added in the release. “For use cases like rapid organ and tissue transport, the reduced acoustic signature and zero-emission profile ensure that time-sensitive, low-emission deliveries are faster, quieter, and more sustainable than ever before."

The companies say, through the partnership, they aim to:

  • Advance eR66 performance
  • Enhance aviation safety
  • Increase cost efficiency
  • Uphold American aerospace leadership
  • Support decarbonization
  • Promote circular economy principles

Tesla's EV Robotaxis officially launch in Texas' largest metros

On The Road

Tesla’s Robotaxi service has taken to the streets of Houston. In a brief statement Saturday, April 18 on its X social media account, Tesla Robotaxi says the autonomous rideshare service just launched in Texas’ two biggest metro areas — Houston and Dallas.

“Try Tesla Robotaxi in Dallas & Houston!” Tesla CEO Elon Musk says in a reposting on X of the Robotaxi announcement.

One of Robotaxi’s competitors, Alphabet-owned Waymo, beat the Tesla service to the Dallas, Houston, and Austin markets. Another competitor, Amazon-owned Zoox, has Dallas flagged for its autonomous rideshare service.

Robotaxi previously kicked off in Austin, where Tesla is based and manufactures electric vehicles, and the San Francisco Bay Area. Nearly 50 Robotaxis operate in Austin, where the service’s inaugural rides happened last year, and more than 500 in the San Francisco area.

Of the three rides logged in a 31-square-mile area in Dallas as of Monday morning, the average fare was $7.96 and the average trip was 3.5 miles, according to an online tracker of autonomous rideshare services. The tracker showed only one Robotaxi was on the roads in Dallas.

As of Monday morning, a 25-square-mile area in Houston had two Robotaxis on the road, according to the online tracker. The average fare for five recorded rides was $11.34 and the average trip was six miles.

“We want Robotaxi pricing to be simple and easy for you to understand,” according to the Robotaxi website. “Initially, as part of our introductory program, we will charge a simple, affordable rate plus applicable taxes and fees for all rides within the available service area.”

The tracker shows the Robotaxi in Dallas did not have a human aboard to monitor each trip, and only one of Houston’s two Robotaxis did not have a human monitor in the driver’s seat.

For now, all passengers ride in Tesla Model Y cars. Robotaxi operates from 6 am-2 am daily.

To use the service, you first must download the Robotaxi app, which works only on iPhones.

Robotaxi lets you stream music and adjust climate settings and seat positioning from the Robotaxi app or the vehicle’s touchscreen. Climate and media settings are stored in your Robotaxi profile and automatically transfer from one vehicle to another. If you own a Tesla, certain profile settings and media preferences are available in your own car as well as in a Robotaxi.

In January at the World Economic Forum in Davos, Switzerland, Musk said a “widespread” network of driverless rideshare vehicles would be operating in the U.S. by the end of this year, CNBC reported.

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This article originally appeared on CultureMap.com.

Major Texas energy port wrestles with water crisis due to years of drought

Resource Report

In parched southern Texas, a yearslong drought has depleted Corpus Christi's water reserves so gravely that the city is scrambling to prevent a shortage that could force painful cutbacks for residents and hobble the refineries and petrochemical plants in a major energy port.

Experts said the city didn't expect such a bad drought, and new sources of reliable water didn't arrive as expected. Those problems arose as the city increased its water sales to big industrial customers.

“We just have not kept up with water supply and water infrastructure like we should have. And it's decades in the making,” said Peter Zanoni, the city manager since 2019.

Corpus Christi, a city of about 317,000 people that also supplies water to nearby counties, is closely tied to its oil and gas industry. The region makes everyday essentials like fuel and steel and ships them to the world.

Zanoni said it is highly unlikely the city will run out of water, but without significant rainfall or new sources, residents may face forced cutbacks and industry may have to do with less. At a time when the Iran war is already raising gas prices, the shortage is hitting an area that produces 5% of the U.S. gasoline supply.

Droughts are common, but this one has dragged on for most of the past seven years. Key reservoirs are at their lowest point ever. The quickest fix is different weather.

“We are actively praying for a hurricane,” former city council member David Loeb said, half in jest. Loeb doesn't want anyone injured, but after wrestling with previous droughts in his time on the council, he feels the lack of rain acutely.

The drought isn't expected to lift by summer, leaving officials scrambling to tap more groundwater to avoid an emergency.

Lessons from last time

After the last drought in the early 2010s, the city approved a pipeline extension to bring in more water from the Colorado River and promoted conservation. In the years that followed, water use actually fell. The city, seeing opportunity, added a petrochemical plant and steel mill to its long list of industrial customers.

City officials had allowed for drought in their calculations — just not this kind of drought, Zanoni said. It has hit especially hard because reservoirs never fully recharged after the last one.

And it's come at a bad time.

After many years, the pipeline extension finally delivered its full capacity only last year. Meanwhile, discussion of building a desalination plant that would remove salt from seawater — a potentially drought-proof solution recommended in 2016 — bogged down over concerns about costs as high as $1.3 billion and environmental impact.

“If the then-city council had followed through on that, we would have had that plant up and running by now,” Zanoni said.

It's an industry town

Corpus Christi has followed its long-established plan for reducing water use. Stage 1 seeks voluntary actions from citizens like taking shorter showers and limiting how often they can water. Currently, the city is in Stage 3, which means pauses on many outdoor water uses.

Many residents are angry that they can’t water their lawns, that their bills are set to rise sharply and that they may face fines, said Isabel Araiza, co-founder of a grassroots group active on water issues. Some don’t feel industry will be asked to share in the pain, she said.

The city's drought plan allows for charging residents and businesses extra if they use lots of water. But big industry, which Zanoni says consumes as much as 60% of the city's water, can opt to pay a permanent surcharge to avoid the possibility of having a much larger fee added in times of drought.

Araiza calls it a bad system. Once industry pays the surcharge, she said, they have no incentive to conserve water.

The city has defended the system, saying in a statement that industry does not “get a pass on water conservation” or forced curtailment. The statement said the business surcharges have raised $6 million a year.

It is wrong to suggest industry isn’t helping, said Bob Paulison, executive director of the Coastal Bend Industry Association. Companies have stopped landscaping, they recycle water for essential cooling needs and they are looking for alternative water sources, he said.

The city hasn't imposed extra costs on anyone yet.

But Zanoni said water rates may eventually double as the city invests roughly $1 billion on infrastructure — costs that some argue will disproportionately benefit industry and make life for residents more expensive.

What's the way out?

The city is in a water emergency when it has 180 days before water supply can't keep up with demand. Officials have run through different scenarios for getting new water and the drought easing, and have said an emergency could come as early as May, as late as October, or not at all.

The city has tapped into millions of gallons of new groundwater, and it hopes to get even more.

The biggest unknown is the Evangeline Groundwater Project, which involves a pipeline and about two dozen wells that could add enough water to head off an emergency. It still needs state approval but the city hopes water could be flowing as soon as November. New sources come with drawbacks – some have raised water quality concerns, and there are worries too much pumping could deplete groundwater.

If the city has to declare a water emergency, it would be able to more aggressively curtail water use – mandatory reductions that would apply evenly to all industry and residents. That is a sensitive decision and is likely to be a “knock-down drag-out bloodbath,” Loeb said.

Because residents on average have already reduced their water use, future mandatory cuts are likely to fall heavier on industry.

“It’ll be an unbelievable disaster,” said Don Roach, former assistant general manager of the San Patricio Municipal Water District that has lots of industrial customers in the area. “When you cut the cooling water off to most of these industries, they just have to shut down. There’s no other way around it.”

Paulison said companies that produce fuel, polymers, iron and steel “have the least amount of flexibility in just cutting water usage.” He added, however, that companies remain optimistic they can reduce usage, adapt and continue operations.

Zanoni said the city's plans should buy time to avert the worst.

“We are hoping we don’t get there, but we don’t work on hope,” he said.