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P2170-015 IBM IOC Intelligent Water Technical Mastery Test v1

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P2170-015 exam Dumps Source : IBM IOC Intelligent Water Technical Mastery Test v1

Test Code : P2170-015
Test Name : IBM IOC Intelligent Water Technical Mastery Test v1
Vendor Name : IBM
: 38 Real Questions

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IBM IBM IOC Intelligent Water

IBM places its 'smart metropolis' expertise in one package | killexams.com Real Questions and Pass4sure dumps

IBM places its 'sensible city' technology in a single package
  • by using Rutrell Yasin
  • Jun 07, 2011
  • IBM, drawing on some 2,000 "wise city" projects it has labored on in fresh years, has launched its clever Operations middle for Smarter Cities, a solution designed to assist cities of all sizes get an integrated view of assistance across metropolis departments and agencies.

    The intelligent Operations center combines analytics technologies created by way of IBM analysis working with cities all over the world, similar to a existing task in Rio de Janeiro, Brazil, along with these acquired in fresh acquisitions.

    metropolis managers can observe the technology via a unified operations center to accurately gather, analyze and act on advice about metropolis techniques and services; analyze precise-time assistance to stronger model and anticipate problems; and combine precise-time counsel from throughout assorted metropolis programs to foster collaborative resolution-making, IBM officers mentioned.

    “Cities will benefit from a logically critical means of realizing their statistics, of coming to the conclusions about which analytics to make use of, of the use of these analytics and visualizing these results,” referred to Mark Cleverley, IBM’s director of public protection solutions.

    The operations core doesn't always must be a actual core. It could be a virtual portal with diverse facets of entry, Cleverley referred to. The principle at the back of the concept is to supply municipalities with a collection of pre-packaged products that help cities gain a holistic view throughout departments and organizations, he spoke of.

    The intention is to aid cities of all sizes use analytics more effectively to make clever decisions in line with enhanced pleasant and timelier advice. city managers can entry suggestions that crosses boundaries, so they’re not specializing in an issue within a single area. they could beginning to believe about how one agency’s response to an adventure affects other organizations, Cleverley talked about.

    local leaders can manage a spectrum of hobbies, both planned and unplanned, such as deploying water upkeep crews to repair pumps earlier than they wreck, alerting fireplace crews to damaged fireplace hydrants at an emergency scene, or looking forward to traffic congestion and getting ready redirection situations.

    As city managers consolidate IT infrastructures to reduce charges and in the reduction of duplication, they are inserting greater of a focus on working smarter cities. Gaining a holistic view of metropolis operations is a wave of the future, stated Thom Rubel, vice president of analysis at IDC executive Insights.

    IDC estimates the brand new smarter cities IT market opportunity at $34 billion in 2011, expanding greater than 18 % per year to $57 billion by way of 2014.

    IBM plans to construct on the foundation of IOC, providing pre-designed capabilities to herald assistance from distinctive city domains, equivalent to power, fitness, public works, public safety, transportation and water.

    IOC isn't whatever IBM has pulled out of a hat but quite “is centered on actual mission-primarily based adventure,” Cleverley talked about. IBM is making use of the optimal practices and options the business has gleaned from greater than 2,000 smarter cities engagements.

    for example, officials in Rio de Janeiro are working with IBM on a multimillion-dollar plan that includes a metropolis Operations center to aid meteorologists, geological surveyors, box operations and security work collectively to pace up emergency responsiveness. After a sequence of floods and mudslides claimed the lives of 100 individuals in April 2010, metropolis officers diagnosed the need to significantly overhaul city operations, a large step also in preparing for the area Cup in 2014 and the Olympics in 2016.

    The Rio de Janeiro middle integrates suggestions from diverse government departments and public corporations to improve city safeguard and responsiveness to numerous sorts of incidents, including in the community important flash floods and landslides.

    As part of the agreement, IBM analysis scientists have developed a high-decision weather forecasting and hydrological modeling gadget for Rio de Janeiro, that can predict heavy rains up to 48 hours in boost.

    The Rio de Janeiro middle is an specific actual location. "we're engaged on a cloud-based mostly edition of [IOC] so it won’t necessarily should be on premise,” youngsters most cities will desire it on premise, Cleverley talked about. A cloud computing model could be appealing to reduce-tier cities with fewer fiscal and IT components, he introduced.

    IBM is establishing a neighborhood of business partners with a view to enhance complementary solutions with advantage in areas reminiscent of structure and water administration, devices together with video cameras and smart meters, and city services software. partners working with IBM encompass: AECOM, Badger Meter, ESRI, Telvent, Veolia Water North the united states and VirtualAgility.

    The clever Operations core for Smarter Cities charge is based on the amount of integration required, variety of users, how it is deployed -- shared, cloud, and many others -- and the dimension of the metropolis.

    about the writer

    Rutrell Yasin is is a contract know-how writer for GCN.


    IBM ambitions $57B market with new 'sensible metropolis' package | killexams.com Real Questions and Pass4sure dumps

    IBM ambitions $57B market with new 'wise metropolis' equipment
  • with the aid of Rutrell Yasin
  • Jun 07, 2011
  • IBM Corp. has developed a brand new providing in keeping with its work with local governments and it going after what is usually a $57 billion market.

    large Blue, drawing on some 2,000 "wise city" initiatives it has worked on in contemporary years, has launched its intelligent Operations core for Smarter Cities, an answer designed to assist cities of all sizes get an integrated view of assistance throughout metropolis departments and groups.

    The intelligent Operations center combines analytics applied sciences created by way of IBM research working with cities world wide, comparable to a present venture in Rio de Janeiro, Brazil, together with those acquired in recent acquisitions.

    IDC government Insights estimates the new smarter cities IT market opportunity at $34 billion in 2011, expanding more than 18 p.c per year to $fifty seven billion by using 2014.

    city managers can follow the expertise through a unified operations middle to precisely gather, analyze and act on tips about metropolis systems and capabilities; analyze true-time assistance to better model and expect complications; and combine real-time counsel from across distinctive city methods to foster collaborative determination-making, IBM officials spoke of.

    “Cities will improvement from a logically significant way of figuring out their records, of coming to the conclusions about which analytics to use, of the use of those analytics and visualizing those outcomes,” said Mark Cleverley, IBM’s director of public safety options.

    The operations center doesn't always need to be a physical core. It can be a digital portal with distinctive aspects of entry, Cleverley noted. The precept behind the concept is to supply municipalities with a set of pre-packaged items that help cities benefit a holistic view throughout departments and companies, he pointed out.

    The purpose is to assist cities of all sizes use analytics extra with no trouble to make clever selections in keeping with superior excellent and timelier information. metropolis managers can access counsel that crosses boundaries, so that they’re no longer specializing in an issue inside a single domain. they can beginning to think about how one company’s response to an event impacts other groups, Cleverley pointed out.

    local leaders can manage a spectrum of activities, each planned and unplanned, akin to deploying water upkeep crews to restoration pumps before they destroy, alerting fireplace crews to damaged fireplace hydrants at an emergency scene, or looking forward to traffic jam and preparing redirection situations.

    As metropolis managers consolidate IT infrastructures to reduce prices and in the reduction of duplication, they're placing extra of a focus on operating smarter cities. Gaining a holistic view of metropolis operations is a wave of the longer term, pointed out Thom Rubel, vp of research at IDC government Insights.

    IBM plans to construct on the foundation of IOC, offering pre-designed capabilities to bring in advice from diverse metropolis domains, equivalent to power, fitness, public works, public protection, transportation and water.

    IOC isn't whatever IBM has pulled out of a hat however reasonably “is headquartered on real assignment-primarily based event,” Cleverley referred to. IBM is applying the greatest practices and solutions the company has gleaned from more than 2,000 smarter cities engagements.

    for instance, officials in Rio de Janeiro are working with IBM on a multimillion-dollar plan that contains a city Operations center to help meteorologists, geological surveyors, container operations and protection work together to pace up emergency responsiveness. After a sequence of floods and mudslides claimed the lives of one hundred people in April 2010, city officials diagnosed the should drastically overhaul metropolis operations, a big step also in preparing for the world Cup in 2014 and the Olympics in 2016.

    The Rio de Janeiro middle integrates tips from diverse executive departments and public corporations to increase city protection and responsiveness to quite a lot of sorts of incidents, including locally important flash floods and landslides.

    As part of the agreement, IBM analysis scientists have developed a high-decision weather forecasting and hydrological modeling system for Rio de Janeiro, which can predict heavy rains up to forty eight hours in advance.

    The Rio de Janeiro core is an exact actual location. "we're working on a cloud-based version of [IOC] so it received’t always need to be on premise,” although most cities will desire it on premise, Cleverley observed. A cloud computing mannequin would be pleasing to lessen-tier cities with fewer financial and IT elements, he delivered.

    IBM is organising a community of business companions that will advance complementary options with talents in areas comparable to architecture and water administration, contraptions together with video cameras and wise meters, and metropolis features software. companions working with IBM encompass: AECOM, Badger Meter, ESRI, Telvent, Veolia Water North the usa and VirtualAgility.

    The clever Operations core for Smarter Cities can charge is stylish on the amount of integration required, number of users, how it is deployed -- shared, cloud, etc -- and the measurement of the city.

    about the creator

    Rutrell Yasin is is a freelance expertise writer for GCN.


    IBM to seriously change Rashtrapati Bhavan into smart township | killexams.com Real Questions and Pass4sure dumps

    IBM to transform Rashtrapati Bhavan into smart townshipRashtrapati Bhavan could be modified into a smart township with the aid of IBM sensible city options.

    IBM has announced that its wise metropolis solutions had been deployed for the digital transformation of the Presidential property.

    "unfold across 330 acres of land and residential to over 5,000 residents, the self-sustained Presidential property is adopting IBM's know-how and solutions to become future equipped. The intelligent Operations middle addresses challenges which are inherent to townships - water deliver, security, electrical infrastructure and strong waste management," talked about an IBM commentary.

    "The transformation of the estate into a sensible township is custom-made to further boost the efficiency of essential infrastructure and utilities," it delivered.

    The partnership to reimagine the Rashtrapati Bhavan within the digital age was announced at an event graced by way of President Pranab Mukherjee.

    A residents cellular app, created by using IBM intelligent Operations middle (IOC), turned into additionally launched, which allows residents to document concerns the usage of the internet and mobile.

    "Rashtrapati Bhavan is an iconic illustration of India's sensible metropolis imaginative and prescient. it is a proud moment for absolutely everyone and the beginning of an outstanding journey. we're honored to be their companion in enabling this transformation," spoke of Vanitha Narayanan, MD, IBM India.


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    Digital and Personal Transformation in Rwanda | killexams.com real questions and Pass4sure dumps

    Ten bags!  Those are what they carried back from Rwanda, a small, mountainous country in east equatorial Africa last night.  Why? The short answer is they have friends in Boise, Idaho with family and friends in Rwanda.  They took 7 bags to Rwanda, but unexpectedly returned with 10. Their refugee friends that have been resettled in the USA pine for familiar things from the region.  Now that they have jobs and money in the USA, they put in orders with their family and friends for the things they miss most.  So much for traveling light!

    While in Kigali, Rwanda I had the honor of speaking to a number of government ministries and most of the large banks about digital strategies.  Not so much digital transformation though.  How do you talk about digital transformation when digital is so new to Rwanda?  That is the question Professor Michel Bezy challenged me with, when I was the guest lecturer at the Master of Computer Science program at Carnegie Mellon University Rwanda.  Professor Bezy continued, here in Rwanda they are implementing digital for the first time.  They have no legacy IT systems to hinder their progress.  Wow!  I think many IT departments in western industrialized countries right now would envy that situation.  Most of the biggest IT problems in the west now are digitally transforming legacy systems.  It's like running a race while dragging an anchor.  It is often the biggest obstacle a company faces.

    Put yourself in a Rwandan's shoes.  How would you design and develop an IT environment differently if you started from a blank sheet, a white canvas like they are doing? It is a fun thought exercise.

    For a small landlocked country like Rwanda, digital changes everything.  The disadvantages of moving physical products in a landlocked country disappear with digital products and services.   The recent completion of 5,000 kilometers of fiber optics cable now makes mobile and Internet services available across much of Rwanda.  Now to get electricity!  Electricity is not yet available to 74 percent of the households, but they are improving.  I am fascinated by the fact that more households have mobile phones (approximately 70%) than electricity (less than 30%).  In fact, households with Internet nearly equal households with electricity.  I watched as school children lined up at a school office to retrieve their parent's mobile phones after school.  They were all being charged in the school office because they had no electricity at home.

    While traveling back and forth across beautiful Rwanda visiting schools, refugee camps and kids that they sponsor through Africa New Life,http://www.africanewlife.org/, I was keenly watching and pondering the challenges of living in a developing country where over 80% of the population are rural farmers.  I observed the work.  I spoke to farmers.  It is a MASSIVE amount of work to feed a family.  Basic tasks like getting water for your family to cook and clean often require herculean efforts in a country of a thousand hills, little running water, and that by necessity has made vertical farming an art form.

    While watching the farmers it occurred to me how much work living can be.  I recognized that digital transformation can significantly impact individuals in East Africa as well as industries in the west.  The Financial Times' David White gives this example of the painful work involved in just completing normal activities, "Registering a land transfer in an outlying village in Rwanda requires a number of journeys - to the nearest subdistrict office to get forms to fill in, which then have to be notarised, to a bank to pay the notary's fees, then back to the government office, probably returning later to check the status of the process."*  All of this is likely done on foot or bike and will take all day.  This process and many others today can all be done on mobile phones, which save days worth of precious time.

    Just feeding a family takes all day.  Getting water can take a half a day.  Walking to town can take half a day.  Walking to and from school can take half a day.  It is life draining work to survive in the mountains far from schools, towns and markets.  This point was burned into my consciousness over and over on this trip.

    While speaking at a gathering of banks and financial services companies at the beautiful Serena Hotel in Kigali, a senior official of the Rwandan Tax Authority demonstrated to me how SMEs (small to medium size enterprises) can now register and pay their quarterly taxes all on basic mobile phones.  It was very impressive.  They don't even have that capability in the USA!  It can save hardworking entrepreneursthe need for endless travel.

    Another innovation that I read about, but did not yet see at work, is the simple idea of the Hippo Roller, https://www.hipporoller.org/.  Using a simple design and elementary physics to roll water instead of carrying it (often on your head) saves so much energy and pain. See the video - https://youtu.be/YUsKjleOopk. Everyday I saw men, women and children excerting great effort carrying heavy loads of water miles to their homes.  Making this easier and faster could free up calories and time for more economically productive activities.  I hope these are as effective and useful as they appear.  Although losing the handle on a steep climb could cause some angst I fear.

    I left Rwanda pondering how hard it is to live as a rural farmer.  I was impressed by the skills, ingenuity and innovation I witnessed just to feed, educate and house a family on the sides of these breath-taking mountains.  Mountains, mountains everywhere!

    Rwanda is looking at all solutions.  They are pushing for farmers to seek economy of scales in agriculture.  They are organizing small subsistence farmers into cooperatives so they can share the work and costs of farm equipment to improve their overall productivity and incomes.

    Rwanda is small, and with a population of 12 million, it is the mostly densely packed country in Africa.  However, with focused efforts over the past 5 years they have lifted over 1 million of their people out of poverty.  They are now one of the fastest developing nations in the world, and all of this is happening just 22 years after the devastation caused by the genocide where 1 million of their people were murdered in a 90-day period. This is an inspirational example of true transformation.

    More on Rwanda's Development

    World Bank http://www.worldbank.org/en/country/rwanda/overview

    Forbes: The Surprising Story Behind The Worlds Fastest Developing Countries, by Robin Meyerhoff, Senior Director, Corporate Affairs, SAP, http://www.forbes.com/sites/sap/2016/06/27/the-surprising-story-behind-the-worlds-fastest-developing-country/#238628b372d6

    *Rwanda's Vision of an ICT-Enabled Economy, http://www.ft.com/cms/s/0/fc318106-deda-11e4-b9ec-00144feab7de.html#axzz4K8LMqocP.


    Saint Arnold Brewing Co. Reflects on First 20 Years | killexams.com real questions and Pass4sure dumps

    Saint Arnold Brewing Company is known as the oldest craft brewery in Texas, but other craft breweries came before it. To outlast its predecessors, Saint Arnold has had to fight for shelf and tap space, cultivate a craft beer community and find workarounds to arcane state brewing laws. Along the way the brewery has played a central role in shaping a thriving craft beer culture and has defined how craft beer is brewed and enjoyed throughout Texas.

    It wouldn’t be an exaggeration to suggest that brewing beer was Saint Arnold Founder/Brewer Brock Wagner’s destiny. His great-great-great grandfather, Ferdinand Wagner, was a saloon keeper in New Orleans before heading to San Francisco on the heels of the gold rush in 1852. He established Wagner's Beer Hall in San Francisco, which somehow survived the devastating earthquake and fire that struck San Francisco in 1906, and remains the oldest continuously operating bar in the city, now called The Saloon.

    The child of a Proctor and Gamble executive, Brock spent his formative years in Brussels, Belgium. He remembers accompanying his parents on trips to Burgundy, having wine with dinner and how his pallet developed even while he was very young. His earliest memory of a special beer was trying Hudepohl Brewing Co.’s Christian Moerlein as a teenager in Cincinnati. Christian Moerlein was the first American beer to brew in strict compliance with the Reinheitsgebot, the German Beer Purity Law.

    “I remember having that beer and thinking, ‘Wow, this really has a nice flavor to it!’” Brock told Foodways Texas in a 2011 interview. “Looking back, it was a nice malty, probably…a Vienna, but it was a really nice beer.”

    Wagner first discovered his passion for brewing when he was a Rice University student in Economics. A professor of Wagner’s shared his own experiences, knowledge and excitement about home brewing, and Wagner began brewing in his dorm room.

    ''I started home brewing at Rice,'' Wagner told the Houston Chronicle in 2008. ''I ran my own little illicit pub out of my dorm room.''

    While Wagner considered brewing as a career, it was too dream-like. His overall career goal was to have his own company and, after graduating, he felt that would best be achieved in finance. He stepped from Rice University to considerable success in investment banking. During the next seven years he worked on corporate finance, mergers and acquisitions projects totaling more than $4 billion.

    “Originally I thought the motivation would be to make a lot of money. After seven years of investment banking, I came to realize money wasn’t my motivating factor,” Wagner told Forbes in 2010. “I had told my boss that I thought he was an idiot. Not surprisingly, he wanted to fire me. I decided I had to do something that I was passionate about.”

    By the time Wagner arrived in California for a family Thanksgiving in 1992 he was re-evaluating everything in his life, “I started thinking about what my grandfather had said about loving what he did every day,” Brock told Ronnie Crocker in his book, Houston Beer: A Heady History of Brewing in the Bayou City.

    Wagner talked to his family and decided to start brewing professionally. He teamed with fellow Rice alumnus Kevin Bartol, who also jumped out of investment banking.

    “Kevin is one of the smartest people I’ve ever met in my life,” Wagner told Rice University in 2013. “I’m a little more of a pie in the sky kind of guy, while his mind is very logical, which provided a good balance. He’s also a great negotiator – he could negotiate water from a rock. That was really critical in their research and starting up the company.”

    Wagner and Bartol analyzed the financials of all the beer companies they could, and they explored the production facilities of 25 breweries to learn scaled up brewing techniques and business practices.

    “I remember being taken aback at how friendly and helpful all the brewers were,” said Wagner.

    The two partners started the company with $900,000 raised from their own savings, and from friends and family. They named it Saint Arnold Brewing Company in honor or St. Arnold of Metz, France, the patron saint of brewers. St. Arnold was famous for encouraging local peasants to drink beer instead of water due to its “gift of health.” What neither the brewers nor the drinkers understood at the time was that the brewing process killed the pathogens in water. As a result, the water could cause deadly illness, but the beer was safe to drink. This same story is also told of St. Arnold of Soissons, another patron of brewers.

    Wagner and Bartol rented a warehouse in northwest Houston and began the brewery build-out on January 1, 1994. Their goals were to brew world class beers, create an institution that made Houston proud and foster a community of people who appreciate great, full-flavored beers. Wagner set about developing the recipe for their first beer, a rich, malty pale ale with a pleasant hop profile.  He experimented with yeasts and refined their recipe, finally settling on a yeast from a now defunct brewery in the south of England that gave the beer a pleasant creamy character.  That became the Saint Arnold house yeast still used in many of their beer recipes 20 years later.

    That first beer was Saint Arnold Amber Ale, which remains their flagship product. It took six test batches to achieve the desired balance between the complex hop aroma, rich malty body and floral hop finish. The recipe has remained unchanged since 1994.

    Saint Arnold filled their first kegs on June 9, 1994 and trucked them to eight accounts, five of which are still open:  Big Easy, Ginger Man, JP Hops House, Richmond Arms and Star Pizza. All five have carried Saint Arnold continuously for the past 20 years.

    In the beginning, achieving acceptance from beer drinkers and gaining space for taps in bars and restaurants and for bottles on store shelves was a massive undertaking. With few exceptions, taps were devoted to popular American light lagers made in factories by conglomerates. Most beer drinkers lacked the palettes to enjoy the full flavor and greater complexity of a craft beer. They wanted their beer to be predictable, not surprising. Saint Arnold’s production was 610 barrels.

    But Saint Arnold’s beer was surprising others in the craft brewing world as their beer was among the best. Saint Arnold Amber Ale and Saint Arnold Brown Ale each won 1st Place in their respective categories at the Colorado State Fair in 1995. Then in 1996, both won Silver Medals at the World Beer Championships. Brown Ale added a Silver Medal at the World Beer cup that same year.

    Rather than using expensive advertising to build an audience for their beer, Saint Arnold employed a “guerilla marketing” strategy. They set out to do what no conglomerate could: connect in a personal way with beer lovers. State law prohibited breweries from selling to consumers, so they opened the brewery to the public on Saturdays and served samples for free.

    The first weekend, 10 people showed up. But word-of-mouth and an aggressive effort to collect e-mail addresses for what would become the Saint Arnold Army steadily spread the brewery’s story. A year later, the typical tour attracted a few dozen people. A few years after that, hundreds were descending upon the brewery on a typical Saturday, and the tradition of bringing chairs, food and games was established.

    These tours were essential for establishing the local craft beer community and building Saint Arnold’s support over the years. Using blast e-mails and organizing pub crawls built brand loyalty – both among beer lovers and the bars that sold their beer. Production grew steadily.

    In 1999, Kevin Bartol decided to sell a substantial amount of his ownership in Saint Arnold. He remains an investor and the brewery recognizes him as “founder emeritus.” Bartol is now an executive with a global provider of offshore contract drilling services.

    By 2003, Saint Arnold’s annual production reached 7,000 barrels. Growth had been slow but steady through its first 10 years. But tastes were changing. The people coming to the tours were younger. Bars were adding taps and new bars were opening with a dozen or more taps – something unheard of just a few years before.

    And the Saint Arnold Army played a significant role – not only advocating for craft beer but helping fund brewery initiatives. For instance, customers contributed $6,000 toward the purchase of a reverse osmosis machine to make better beer. Saint Arnold auctioned naming rights for brewing vessels, the money from which helped to fund new equipment.

    Saint Arnold’s growth and innovation were about to explode. In 2004, Saint Arnold introduced Saint Arnold Elissa IPA. In 2005, the brewery unveiled plans for a series of small batch releases: Saint Arnold Divine Reserve. At the time, the idea of releasing a variety of different beer styles under a single label was unheard of. Response for Saint Arnold Divine Reserve No. 1 on November 2nd, 2005 was immediate, overwhelming and history making. No beer release in Texas had ever generated such excitement.

    Production was up 27 percent in 2004, and then surpassed 10,000 barrels in 2005.

    The decision to add an entry fee for the brewery tour in 2006 didn’t cause a ripple – and it became the model adopted by most other Texas craft breweries today.

    2007 marked its highest growth rate ever – 30 percent – and production reached nearly 18,000 barrels.  An estimated 50,000 people visited the brewery that year. But space constraints had become serious.

    “Our current location has served us well and has helped us accomplish a lot by making great beer, but they have run out of space,” Wagner said at the time.

    Wagner’s vision was to repurpose an historic building into a downtown brewery that would expand the character of Houston’s core. He imagined a social center of the community, as well as a place of commerce and an industrial producer. His search led him to 2000 Lyons Avenue. The original structure was built in 1914 and most recently it had been used to store frozen foods for the Houston Independent School District.

    When Wagner first visited the site, its faded and worn exterior struck him as having just the right rough-hewn character and charm.

    “It’s exactly what I always wanted.” Wagner told writer Ronnie Crocker.

    The brewhouse for the new facility came from Klosterbrauerei Raitenhaslach, a Bavarian monastery that historians believe began brewing as early as 1313 before discontinuing its brewing operations in 2003.

    “Our brewing philosophy is very traditional,” said Wagner at the time. “We feel a responsibility to uphold the rich beer culture that has been nurtured for centuries in Germany, and the symbolism of Saint Arnold’s new brewhouse coming from a monastery is not lost on us.”

    Saint Arnold commenced brewing in its new facility in early 2010 and shortly thereafter expanded tours to weekday afternoons. The first kitchen ever opened in a distributing craft brewery in Texas was added in 2013 to serve weekday lunches and food to accompany Saturday tours. The facility also accommodated the development of a barrel aging program, with a refrigerated room devoted to aging beer in oak barrels from wineries, and distillers of bourbon and rum. The program led to the creation of the Bishop’s Barrel series, launched in 2012.

    Saint Arnold Brewery now attracts thousands of passionate craft beer lovers each week. They come for the lunches, tours, parties, fundraising events, wedding receptions and community gatherings.

    After 16 years focusing solely on Texas markets, Saint Arnold expanded distribution to Louisiana in 2010. Portions of Florida were added in 2013.

    Saint Arnold brews a wide variety of year-round, seasonal and special release beers. Saint Arnold Amber Ale and Saint Arnold Brown Ale have been around the longest. The brewery’s top-seller, Saint Arnold Fancy Lawnmower, a delicate and complex Kölsch that truly reveals the brewmaster’s skills, was introduced in 2000. Elissa IPA came in 2004, followed by Santo, a black Kölsch, and Weedwacker – originally released as part of the brewery’s “Movable Yeast” series – in 2011. Endeavour Double IPA – originally Saint Arnold Divine Reserve No. 11 – was introduced in 2012. The brewery released its seventh year-round beer, Saint Arnold Boiler Room Berliner Weisse, this spring.

    Seasonals including Saint Arnold Spring Bock, Summer Pils, Oktoberfest, Christmas Ale, Winter Stout, Pumpkinator (originally released as Saint Arnold Divine Reserve No. 9) and Sailing Santa, which was inspired by customers requesting a mix of Elissa IPA with Christmas Ale.

    Saint Arnold’s special series now include three beer lines: Divine Reserve, Bishop’s Barrel and Icon. To date, there have been 14 Divine Reserve beers – all big single batch brews. Bishop’s Barrel beers are aged in oak barrels in the brewery’s barrel room and released to bars and restaurants in bottles. Icon beers are released every three months or so, and feature a variety of beer styles under four labels distinguished by their color.

    Annual production is now greater than 60,000 barrels. In August 2014, the brewery completed installation of a brew kettle that transformed its operation into a four-vessel brewhouse. This increased capacity from 90,000 barrels to approximately 240,000 barrels and will accommodate production needs for the foreseeable future.

    The constant experimentation and innovation, the small batch releases, the fact that Brock Wagner remains hands-on and makes the brewery as personable as a handshake – are all reflections of Saint Arnold’s roots in homebrewing. Wagner still considers himself a homebrewer, but with an awesomely equipped facility and a highly skilled and creative group of brewing friends.

    20 years into it, Saint Arnold Brewing Company’s staff of 60 dedicated employees is having fun, producing world-class full-flavored beers and constantly coming up with new ways to surprise beer lovers.

     



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