Trading Up

PEOPLE IN ENERGY
SPRING 2009

Is working in Trading really like it seems in films? Read these interviews to find out more about the real world of Trading.

Shell in the Community

We met Sir Anthony Cleaver, Chairman of the Engineering and Technology Board, to talk about how Shell is working with his organisation to sponsor the first UK Young Scientists & Engineers Fair The Big Bang.

Out of Hours

In this issue, we meet a pair of Andrews, a moustached fundraiser and a backing singer for Snow Patrol...

welcome
Dear Colleagues, Welcome to the first edition of Shell World UK magazine for 2009. As you know, in each issue we feature different aspects of Shell businesses across the UK. In this spring issue, we learn more about our Trading business. Shell Trading is the principal trading and shipping business within Shell. It comprises a network of separate companies that trade in their own right but also belong to a global organisation, enabling them to share knowledge and advice on best practice, implement common systems and controls, and manage risks associated with international trading in a competitive environment. With trading volumes of about 13 million barrels of oil equivalent per day, the organisation has the skill base and international scope to capitalise on trading opportunities inherent in Shells asset and market positions around the world. 2008 was another successful year for Trading not only successful in financial terms, but also in demonstrating that our organisation was able to adapt to a most challenging and turbulent external environment. We are committed to a compliance culture in Trading, as it is vitally important that we operate to the highest of standards that bear any scrutiny. Maintaining this focus is a key factor in Shell Trading, where how we make money is as important as how much money we make. Discount the media stereotypes and find out what the day-to-day life of the people in our trading team is really like: see pages 710 and meet energy traders Noeila Lopez and Arne Weinhardt, and Global Head of CO2 Trading, Ranjit Prasad. We continue on the theme of de-mystifying media stereotypes in this issue as we meet another ostensibly glamorous job role namely Ethical Entrepreneur of the Year 2008, Solitaire Townsend, in our Energy Challenge interview. In this article, we find out what the experts think will help to encourage us all to live more sustainable lives. Solitaire says its all about social proof, status and salience see pages 1718 to read more. If you have or know anyone else with an entrepreneurial streak, be sure to read the Shell Livewire article on pages 1516 and find out how the programme has helped UK entrepreneurs over the years. This article takes us into a wide variety of other businesses that Shell has supported, including a brewery, an accounting services company and a marine megastore. Finally, remember that the team at Shell World UK magazine are always interested to hear from readers. Please see page 3 for details on how to get in touch with them. I hope you enjoy the magazine.

Mike Conway President, Shell International Trading and Shipping Co (STASCO)

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SHELL WORLD
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25
NOELIA LOPEZ
TRADER, SHELL ENERGY TRADING LIMITED
Noelia Lopez came to the UK from Spain 11 years ago; intending to learn English, have an adventure and return home. What an adventure it turned out to be! I have an Economics degree and wanted to learn English, but I find learning languages boring so I signed up for a Masters in Marketing through South Bank University and learnt English on the course. After qualifying, Noelia found a marketing role with a German energy company. They wanted her to move to Germany and join their trading team. But at the same time, Shell was setting up Shell Energy Trading and looking for people with potential. Shell heard of me through word of mouth, says Noelia, and offered me the job. I turned down the marketing role and Ive been with Shell for seven years now. I enjoy the job so much. I live by the day. Ive worked out its the best way to be happy. Noelia told us more. A typical day starts at about 5:30am when I wake up to the CNBC TV channel. Its the only way to get me out of bed I am not a morning person! On my way to work I think about what Ive heard and consider my positions in the market. Once at work, I look at the markets that have already opened to assess how they are reacting and I chat with analyst and trading colleagues. I trade power, and my market opens slightly later. Im ready to start the day after a coffee and bacon sandwich. Every day is different that is the beauty of it. Our team is made up of 85 members including energy traders, quantitative analysts who do financial modelling, and analysts who process information and look into the variables that make prices change. Our clients are energy companies and financial institutions, as well as Shell itself. One of the main objectives of the trading business is to support Shells global operations in all of our business segments. The credit crunch has affected the markets. Credit tightening and the reduction in risk appetite have meant reduced liquidity, which means fewer deals. Trading floors are typically male-dominated, but it is encouraging to know that Shell is supportive of women and has one of the highest percentages of women traders compared to other companies. Shipping is not central to my role as power is transmitted rather than transported. Even so, I am interested in the freight price as it affects the price of oil, gas and LNG, which in turn impacts power. Switching off is tough. I do manage to disconnect more at the weekend, but as market positions are affected by many different factors from the weather to the news, youre constantly reminded. Im an adrenalin junkie and I couldnt live without that sort of pressure. My greatest challenge is getting up early in the mornings! My body is designed for a Mediterranean lifestyle! I most enjoy winning! Its the desire to win and create value for Shell that keeps traders on the job.

19 Energy Challenge

CONTENTS

Meet Solitaire Townsend, Ethical Entrepreneur of the Year 2008, and find out how she thinks we should be communicating about sustainability.

TRAD NG

21 People and Environment

ARNE WEINHARDT
JET TRADER, PRODUCTS TRADING
Arne Weinhardt started off in commercial fuels in Germany and joined the Trading Team in London a year and a half ago. I trade jet fuel and have a core objective of optimising the global flow, explains Arne, Europe is short in jet fuel so a lot is imported from the Arabian Gulf or the Far East. Arne told Shell World UK about his role. Communication is very important in a Trading environment. Our team sits close together so that we can pass on information easily. Even overheard information can be important! A huge part of being a trader is filtering information and the more information you have, the better. Our team is made up of six traders and each trader works together with an operator. The operator plays an important role particularly when it comes to the logistics of moving products from A to B. Operators are responsible for documentation and specifying vessel requirements to the Freight team. The trading floor looks different from other Shell offices as each trader has at least three screens and each operator has two. The screens are filled with Excel spreadsheets, Reuters information and internal trading and messaging systems. A typical day for me starts at 9.00am. The first thing I do is look at market reports from the previous night and communications from colleagues elsewhere. I always liaise with Singapore and Dubai colleagues in the
SHELL WORLD

Many of us have a blockbuster movie impression of trading floors where huge screens display incomprehensible data and traders pace up and down speaking into their headsets. Its portrayed as a fast-paced, high drama environment. Surely this cant be the reality? Shell World finds out by chatting to Shell traders Noelia Lopez, Arne Weinhardt and Ranjit Prasad.
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Communities around the St Fergus and Fife NGL plants in Scotland will see a boost to their local economies thanks to a multi-million pound Rejuvenation Project run by Shell Exploration & Production Europe.

23 Technology and Innovation

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03 Editors letters

Read our interview with Dr Ian Taylor, Technology Manager of Shells Lubrication Science Group, and the 2008 winner of the Institution of Mechanical Engineers Donald Julius Groen Prize.

10 TRADING UP
Is working in Trading really like it seems in films? Read these interviews to find out more about the real world of Trading.

Responses to your feedback and queries about 25 the last issue of Shell World UK magazine. SHELL IN THE COMMUNITY We met Sir Anthony Cleaver, Chairman of 05 the Engineering and Technology Board, to NEWS in brief talk about how Shell is working with his Meet the incoming Downstream Director, organisation to sponsor the first UK Young Mark Williams, and find out about the Shell Scientists & Engineers Fair The Big Bang. Centre refurbishment project.

11 Tough times, tough choices

In this issue, we meet a pair of Andrews, a moustached fundraiser and a backing singer CEO Jeroen van de Veer talks to us about for Snow Patrol... the global economic crisis.

28 Out of Hours

13 driving tips from the master

Find out who Shell Helix competition winners met when they travelled to Italy last November.

15 CALLING ALL LIVEWIRES!

Meet some of the entrepreneurs who Shell has helped to get their business started through the Shell Livewire programme.

17 Choosing shell

HR is looking for challenging technical and commercial projects to help attract the best interns to Shell. Meet a former intern and her supervisor to find out more.

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Editor Shelley Hoppe Managing Editor Kay Bruce To contact the magazine Shell World UK, CA-CX, Shell Centre, London, SE1 7NA E-Mail Shellworlduk@shell.com Website address www.shell.co.uk/ shellworlduk Shell World UK is edited, designed and produced by The Fifth Business, 4th floor, 71 Broadwick Street, London, W1F 9QY Ph: +44 0207 534 9099 Contributors Nicole Erasmus Annalisa Fiorentino Emma Hawkridge Shelley Hoppe

YOUR MAGAZINE
EDITORS LETTERS
Dear Editor, I worked at St Helens Court in the early 50s and so enjoyed reading about Jo ODonnells memories of that time. I remember that my office was on the seventh floor and the SIPC directors were on the fifth. The elevator had two buttons: one for directors and another for everyone else. I remember vividly that, if a director rang his button (which had a special loud ring), the liftman regardless if he was ascending with a full lift had to stop and descend to the ground floor with the passengers, who were then obliged to vacate to allow the director sole use of the lift. I too remember good times at Mooneys pub, mixing with the Baltic Exchange brokers. Happy times. Really enjoy your magazine. Regards, Stanley Samain now retired in Vancouver Dear Stanley, Thanks for your letter were glad you enjoyed the article and have passed your comments on to Jo too. Dear Editor, I read with interest the article headed Choosing Shell in the winter edition of Shell World. I was amazed to read two full pages on the subject of what influences public opinion without any mention whatsoever of product quality. I realise that the article represents the views of a consultant, but does it also represent Shells present-day views? Hi there, Your comment is a very fair critique of the article. Shells Reputation Tracker focuses on Special Publics and their interaction with Shell, which does not include customers (who are surveyed under a separate process), thus there is not a focus in the research on product quality. However, the reputation tracker does check perceptions for product quality and this is an area in which Shell always performs well (meeting expectations). Thank you for highlighting our omission.

CLIMATE COMMENTARY FROM DAVID HONE

If you are interested in keeping up-to-date with the climate change debate, Shells Climate Change Advisor, David Hone, regularly comments on news about climate policy on his blog http://blogs.shell. com/climatechange. Recent issues discussed include coal and climate change, CO2 capture and storage, and tax versus trade for managing carbon emissions.

Unless otherwise specified, copyright in text, images and other information in Shell World magazine belongs to Shell International B.V. or other companies. Permission is given to reproduce, store or transmit any part of this publication provided that the copyright of Shell International B.V. or such other Shell company is acknowledged. This does not include the right to amend or modify text, images and/ or other information and it does not extend to any material of which the copyright is identified as belonging to a third party (i.e. other than Shell International B.V. or other companies). Authorisation to reproduce such third-party material must be obtained from the relevant copyright holders.

Meet the team

If you have any feedback, or would like to suggest content, please contact us. Shellworlduk@shell.com Shell World UK, CA-CX, Shell Centre, London, SE1 7NA Shelley Hoppe Editor E-Mail: Shelley.Hoppe@shell.com Ph: +44 207 534 9099

WE USE RECYCLED PAPER

Kay Bruce Managing Editor Shell UK Communications E-Mail: Kay.Bruce@shell.com Ph: +44 207 934 7780

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A COLOURFUL THANK YOU

Jack Vettriano congratulates Shell for sponsoring art
photograph entitled Winter on the Links Burntisland by Henry Heggie, who came along to the museum to meet Jack and receive his prize. Im very pleased to be involved with Fife Art again, said Vettriano. Most people think my art career started at the Royal Scottish Academy in 1988, but it really started here in Kirkcaldy when I won the Shell-sponsored Fife Art prize in 1984. It gave me the confidence to keep going. Shell is to be congratulated for 25 years of sponsorship, giving other people the same opportunity and boost as I got. Also at Saturdays presentation was Duncan Reijnen, Senior Process Engineer at Shells Fife NGL Plant, who said: Id like to thank Jack, on behalf of Shell and all Fifes amateur artists, for giving up his valuable time, both to select the winning work and to come along today to present the award to Henry.

In November 2008, artist Jack Vettriano came back to Kirkcaldy a place he credits with kick-starting his career, to select a winner from the Shell-sponsored 25th Anniversary of the Fife Art exhibition. He chose a

SUBSCRIBE TO SHELL WORLD UK MAGAZINE

Remember, you can sign up to receive Shell World UK magazine quarterly, for free. So please opt in as soon as possible to receive future copies, either by adding your details to our distribution list via our website at www.shell.co.uk/signup, or by writing to us. If you would like to contribute to the magazine, or give any feedback on this issue, please contact us. E-mail: Shellworlduk@shell.com Post: Shell World UK, CA-CX, Shell Centre, London SE1 7NA

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NEWS IN BRIEF
meet Mark Williams
How do you feel about taking on your new role as Downstream Director? Im actually quite astonished to find myself in the role. I got into Downstream in mid-career on what I thought was a one-year sabbatical from the US Upstream and was always intending to eventually return. Well, one year has turned into 12, and now I find myself heading up Downstream. Its quite a change from drilling wells in Alaska, West Texas, and the Gulf of Mexico. Where will you and your family live? My wife, Candace, and I will live in The Hague, although I will spend considerable time in London and travelling elsewhere to visit our operations and listen to Downstream employees. Both our children are at university in the US and will remain in America. You face a lot of pressure in your professional life, how do you like to unwind in your spare time? Actually Ive never really felt like I was under a lot of pressure, at least partially because to a great extent I have been able to control my own diary, set my own priorities, find time to do the things I want to do, and spend time with my family. Of course, from time to time job demands intervene unexpectedly, but Ive never found that unmanageable. I do like to exercise, keep fit and try to find time for that wherever I go. Whats the biggest challenge youve ever faced? On a personal level, the biggest challenge
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One year has turned into 12, and now I find myself heading up Downstream. Its quite a change from drilling wells in Alaska.

has been for Candace and I to raise two children to be well-adjusted adults with good values. I suspect most parents would share that perspective. Professionally, it has definitely been the last four years implementing the changes in DownstreamOne. I think this is the hardest thing the Downstream business has ever done. But its also absolutely the most necessary to win in our competitive industry. What are you most proud of? Im really proud of the work weve done to embed Enterprise First thinking, processes and behaviours in the Downstream business. In life, what upsets or frustrates you the most? I dont frustrate easily but hate to lose to the competition. Besides staying fit, what do you do in your spare time?

I am a serious amateur astronomer and have a private internet-accessible observatory on our ranch in central Texas. This allows me to practice my hobby in my spare time anywhere in the world. Who do you most admire and why? Easy answer: my wife Candace for her intelligence, generosity and unfailing optimism. In terms of public figures, Id point to Nelson Mandela for his sacrifice, courage and goodwill in opposing racism. What would you like people to remember you for? First as a person who cares for people their health and safety, work environment and development. Second, as a man of integrity and strong principles. And third, as the leader who took Shell Downstream through a very challenging time to emerge as the best Downstream oil company in the world.

UK

The Shell Centre Renewal project - before and after

blue chip to
Faced with a choice of re-locating 4000 London-based staff or rejuvenating its Downstream headquarters, Shell opted for the sustainable solution to stay and refurbish their 45-year-old landmark offices bringing them into the 21st century to meet modern business and staff requirements. Three years into the refurbishment, the Renewal project is setting the green standard for office buildings worldwide. The UK construction industry accounts for approximately 10% of the UKs CO2 emissions and produces one-fifth of the UKs waste. As a result, Shell has worked closely with the project contractors to identify opportunities to reduce waste on site. This has included consideration of materials before they are brought on site (identifying how they can be minimised, reduced and managed before arrival), no pallet deliveries or bulk packing, and consolidation of transport loads.

green chip
Recycle
Of the total waste on the construction site, 86% is recycled, saving approximately 4330 tonnes of potential landfill. To date, the Renewal project has recycled: 219 tonnes of timber 357 tonnes of metal 8 tonnes of cardboard/packaging. The renewed building will use energy resources more efficiently through redesigned lighting, refining the use of river water to cool the building, and the elimination of a static flush, which has already saved more than 100,000 litres of water. David Bramma, Renewal Project Manager, recognises the impact that the redevelopment has had: The project has challenged traditional thinking and made a real contribution to the performance of the construction industry on delivering future sustainable projects, from the client right the way down through the supply chain. We are demonstrating that a major refurbishment project can fulfil the triple bottom line of people, planet and profit.

Reduce

Reuse

Upon completion of the project, a total of 30 floors in the main Tower building will have been stripped out and re-fitted. Carpet tiles have been re-used by charities, temporary air handling units are now being used to heat and cool schools in Moldova, in Eastern Europe, furniture salvage companies have been engaged to sell or reuse old furniture and local recycling companies are recycling old ceiling tiles, light fittings, piping and wiring.

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TRAD NG
Many of us have a blockbuster movie impression of trading floors where huge screens display incomprehensible data and traders pace up and down speaking into their headsets. Its portrayed as a fast-paced, high drama environment. Surely this cant be the reality? Shell World finds out by chatting to Shell traders Noelia Lopez, Arne Weinhardt and Ranjit Prasad.
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NOELIA LOPEZ

Trader, Shell Energy Trading Limited

Noelia Lopez came to the UK from Spain 11 years ago; intending to learn English, have an adventure and return home. What an adventure it turned out to be! I have an Economics degree and wanted to learn English, but I find learning languages boring so I signed up for a Masters in Marketing through South Bank University and learnt English on the course. After qualifying, Noelia found a marketing role with a German energy company. They wanted her to move to Germany and join their trading team. But at the same time, Shell was setting up Shell Energy Trading and looking for people with potential. Shell heard of me through word of mouth, says Noelia, and offered me the job. I turned down the marketing role and Ive been with Shell for seven years now. I enjoy the job so much. I live by the day. Ive worked out its the best way to be happy. Noelia told us more. A typical day starts at about 5:30am when I wake up to the CNBC TV channel. Its the only way to get me out of bed I am not a morning person! On my way to work I think about what Ive heard and consider my positions in the market. Once at work, I look at the markets that have already opened to assess how they are reacting and I chat with analyst and trading colleagues. I trade power, and my market opens slightly later. Im ready to start the day after a coffee and bacon sandwich. Every day is different that is the beauty of it. Our team is made up of 85 members including energy traders, quantitative analysts who do financial modelling, and analysts who process information and look into the variables that make prices change. Our clients are energy companies and financial institutions, as well as Shell itself. One of the main objectives of the trading business is to support Shells global operations in all of our business segments. The credit crunch has affected the markets. Credit tightening and the reduction in risk appetite have meant reduced liquidity, which means fewer deals. Trading floors are typically male-dominated, but it is encouraging to know that Shell is supportive of women and has one of the highest percentages of women traders compared to other companies.

Shipping is not central to my role as power is transmitted rather than transported. Even so, I am interested in the freight price as it affects the price of oil, gas and LNG, which in turn impacts power. Switching off is tough. I do manage to disconnect more at the weekend, but as market positions are affected by many different factors from the weather to the news, youre constantly reminded. Im an adrenalin junkie and I couldnt live without that sort of pressure. My greatest challenge is getting up early in the mornings! My body is designed for a Mediterranean lifestyle! I most enjoy winning! Its the desire to win and create value for Shell that keeps traders on the job.

ARNE WEINHARDT
Jet Trader, Products Trading
Arne Weinhardt started off in commercial fuels in Germany and joined the Trading team in London a year and a half ago. I trade jet fuel and have a core objective of optimising the global flow, explains Arne, Europe is short in jet fuel so a lot is imported from the Arabian Gulf or the Far East. Arne told Shell World UK about his role. Communication is very important in a trading environment. Our team sits close together so that we can pass on information easily. Even overheard information can be important! A huge part of being a trader is filtering information and the more information you have, the better. Our team is made up of six traders and each trader works together with an operator. The operator plays an important role particularly when it comes to the logistics of moving products from A to B. Operators are responsible for documentation and specifying vessel requirements to the Freight team. The trading floor looks different from other Shell offices as each trader has at least three screens and each operator has two. The screens are filled with Excel spreadsheets, Reuters information and internal trading and messaging systems. A typical day for me starts at 9.00am. The first thing I do is look at market reports from the previous night and communications from colleagues elsewhere. I always liaise with Singapore and Dubai colleagues in the morning and with US colleagues in the evening. The afternoon is the most hectic,
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Every day is different that is the beauty of it.

Noelia Lopez Trader, Shell Energy Trading Limited

with a 45-minute trading window in which buyers and sellers trade in the open market. Shipping is an important enabler for Trading. The Freight team searches for a suitable vessel for the product were looking to move and arranges the best freight at the best rates. They also nominate every vessel to be risk-assessed and cleared by the vetting team in Shipping. Travel is necessary from time to time as we are a global team and need to align on strategy, but I try not to travel much as it means time away from the desk and the constantly moving market. Working hours can be long as some markets dont close at all! Vessels run all the time and should something come up, operators and traders are called upon to find a solution. My main focus is on paying attention to detail. Any oversight can be costly. I most enjoy the fast pace, the truly global team work and the instant results. Its been a steep learning curve and I need to keep that going. Itll be interesting to see where the markets go from here. The pace and the energy certainly come close to the image portrayed in the movies!

TRADING PRODUCTS Noelia trades power and Arne jet fuel, so what other products are traded? Crude oil, refined products, natural gas, electrical power, chemicals and environmental products (see box right).

I most enjoy the fast pace, the truly global team work and the instant results.
Arne Weinhardt Jet Trader, Products Trading

ENVIRONMENTAL PRODUCTS TRADING

Shell World UK caught up with Ranjit Prasad, Global Head of CO2 Trading at Shell. Environmental Trading is new, says Ranjit, but its not all that new. Since the 1990s, governments have been developing environmental market regulations that reduce industrial emissions and increase renewable power generation. The Kyoto Protocol has also played a huge role in the effort to mitigate climate change by reducing greenhouse gas emissions and establishing a market for trading carbon credits. CARBON TRADING Carbon trading sounds very conceptual. Just how does it work in practice? Carbon trading is a market mechanism that facilitates the reduction of environmental emissions over a period of time. Cap and trade systems such as the European Union Emissions Trading Scheme set a total maximum volume of allowable emissions. Participants in the scheme are allocated allowances by the regulator (one allowance is equal to one tonne of CO2 or equivalent) or, increasingly, need to buy them from the market. Participants are free to buy or sell these allowances in the markets so long as, at the end of the year, they submit sufficient allowances to cover their total annual emissions. Participants may either make emission reductions themselves or purchase allowances from the market to meet their targets whichever makes the most economic sense.

SHELL TRADING

Shell Trading is the principal trading and shipping business within the Shell Group. It is made up of a network of independent companies, trading in their own right, that are able to maximise the opportunities of a global organisation by sharing information, advice and best practice. Shell Trading companies have offices in London, Rotterdam, Singapore, Houston, Dubai, Tokyo, Barbados, Calgary and Moscow and offer a number of services from shipping to risk management.
UK

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Environmental Trading is making a difference to the world.

Ranjit Prasad Global Head of CO2 Trading

THE KYOTO PROTOCOL The Kyoto Protocol, part of the United Nations Framework Convention on Climate Change (UNFCCC), sets emission reduction targets for the most industrialised countries (committing them to reduce their greenhouse gas emissions to average 5% below their 1990 level during the period 20082012). The next phase of the Kyoto Protocol beyond 2012, or its replacement, should be agreed at the UNFCCC meeting in Copenhagen, December 2009.

did you know

ENVIRONMENTAL MARKETS
 Shell enjoys a leading position in environmental markets, having entered early and gained experience in over 15 environmental markets around the world.  In 2003, Shell Trading jointly completed the first ever trade of CO2 emissions within the European Union Emissions Trading Scheme.  In 2007, carbon transactions in the global carbon trading market totalled approximately 40 billion, up from 23 billion in 2006 (and from just 377 million in 2004). In 2008, this figure reached 80 billion.

Ranjit explains the overall objective: The aim is to control the total sum of emissions generated. There is a limited amount of money to spend on the problem so it needs to be spent in the most efficient way. In other words, organisations that can easily and cheaply reduce their carbon footprint do so and sell their carbon allowances to firms that are unable to reduce their carbon emissions as easily or as economically. By buying and selling the allowances in the market, the carbon price is established. This is more effective than using a carbon tax as it creates the greatest impact at the cheapest cost and means that global emissions are reduced over time. WHO IS INVOLVED? There are a number of emission trading markets globally. In Europe, the EU Emissions Trading Scheme covers some

10,000 organisations including power plants, steel makers and oil companies, all of which are required to participate. BENEFITS FOR BUSINESSES Carbon trading gives businesses an incentive to reduce their carbon footprints. Firms that under-emit sell their spare capacity and generate revenue. Firms that exceed their emissions quota are fined heavily (the equivalent of 100 per tonne of CO2) in addition to the cost of purchasing the required credits in the open market. THE FUTURE Its our responsibility as market players to keep abreast of developments and new trading schemes. Not only do we need to be aware, but also actively involved in the debate. Its our duty to provide input for the future and represent Shells position. Environmental Trading is making a difference to the world. This is not just a belief I hold, but there is real evidence.

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This is an excerpt from a recent interview with Chief Executive Jeroen van der Veer.

TOUGH TIMES, TOUGH CHOICES

Chief Executive Jeroen van der Veer says in an interview that the global economic crisis should not shift our attention away from the energy and climate challenge. Investment must continue, he says, because the longterm agenda remains clear: more energy and less carbon dioxide.

Every crisis offers new insights and teaches us lessons.

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Q: In 2008 we saw the oil price peaking at $147, then falling to less than $40. Do you believe 2008, with the global credit crisis, was a watershed year economically for the world is this the end of the capitalist model? A: I think thats going way too far. There have always been crises and there always will be. Every crisis offers new insights and teaches us lessons. The lesson from this crisis is that risks must be managed differently in the financial sector. But it really doesnt mean the end of the western economic model. After all, this never was a laissez-faire model. If it were, things would have been quite different now. Its a market model thats similar to a football pitch, with lines and rules and a referee: government. In my opinion, the whole thing was set off by bad underwriting. Then financial products like mortgages, often bad ones, were repackaged and sold from party to party without any awareness of the risks involved. That means those people werent doing their jobs properly. But its nonsense to say now that we should abolish football. Nor should we send new referees onto the pitch. But we do have to make sure that the current referee blows the whistle more often. And maybe it would also be a good idea to introduce a few new rules for the referee to whistle for. Q: Wont this crisis divert attention away from the energy challenge? A: The long-term energy agenda will remain firmly in place, so this short-term financial crisis shouldnt distract us from the challenge of supplying the worlds growing energy needs during the first half of this century. But at the moment people are focusing on important short-term priorities, which clearly means less attention will be devoted to energy, climate and the environment. The crucial thing will be to get through this phase without adversely affecting the energy agenda. Q: In this phase of the crisis, it is vital for companies to have a strong cash position. The more cash they have the less dependent they are on others to pursue their business strategy. What does this mean for Shell? A: As an energy supply surplus has been developing, we urgently need to execute our existing operations in the most efficient and effective way possible. We have to excel in terms of safety, costs and earnings, now more than ever before.

Q: So could this also lead to a reduced level of investment? A: We always use conservative screening values when assessing potential investments, which means we dont go with investments that are only profitable when oil and gas prices are very high. The important factor is not todays oil or gas price, but the price during the life cycle of an investment, which can be dozens of years. Even in a bad business environment these projects still have to yield good returns. Thats the overall picture. But clearly, you have to finish what you started. For some time now weve also been looking at market expectations when assessing investment proposals, and asking ourselves questions like: Whats the chance of significantly reducing construction costs if we wait a while? Q: Shell has decided to postpone the expansion of the second phase of its Canadian oil sands project. Many analysts say that an oil price of $80 or more per barrel is needed in order for them to be profitable. Are they right? A: Yes and no. The first part of our project over there was much, much cheaper to build. If people are now quoting $80 or $90, they must be making assumptions about the overheated employment market of [the Canadian province of] Alberta, steel prices and future CO2 costs. But these prices are not fixed. A few years ago we built this project for considerably less than half those figures. If everyone stops building, the prices will shift, as is happening to the steel price now. Technological enhancements will also lead to lower costs in the long term. Oil sands continue to be good projects because they guarantee a steady level of production for dozens of years. If I look at the long-term energy agenda, Im sure the production of Canadian oil sands will happen. Im also sure well continue to expand there, but this has been postponed for now. Q: Oil sands are also criticised because they emit more carbon dioxide (CO2) than conventional oil. Wont this become Shells Achilles heel? A: No, because of the growing world population and increasing prosperity, and the impending end of production growth in easy oil and gas, I believe the Canadian oil sands must be part of the worlds answer to the energy challenge. This is why we are setting up large-scale projects for CO2

capture and storage and investing in research and development to find new solutions to our CO2 issues. Q: What is the outlook for Shells research and development (R&D) activities? A: Our R&D activities will continue, partly because of the so-called three hard truths: two I have already mentioned, namely a rise in energy demand because of a growing world population and increasing prosperity, and the impending end of global production growth in easy oil and gas. The third is growing CO2 emissions. By continuing to invest in R&D we can build technology positions for the long term that can help to protect us from short-term cyclical fluctuations. Q: Some governments have introduced additional taxes in response to the high profits generated by oil companies. Do you believe such taxes could damage the oil and gas industry? A: The long-term energy agenda clearly shows the need for greater investment in new production capacity for fossil fuels. The latest World Energy Outlook from the International Energy Agency (IEA) tells the same story. If governments take away the money needed for this in taxes, companies will have less to invest. In the long term this will adversely affect our industrys efforts to resolve this major problem for the world. Over the past few years weve ploughed back just about all our profits into the business. Every barrel thats produced needs to be replaced by a barrel in which more know-how and money has to be invested. If you remove that money in the form of taxes, your model wont work any more. Q: So you dont agree with people who suggest using the proceeds from additional taxes for developing sustainable energy sources? A: This would mean creating a dirigiste system instead of letting the market do its work. In theory its not impossible, but history has taught us that such systems dont work very well. We have to remember that the key problem associated with alternative energy is its cost. You can subsidise it, but then youll create an unnecessarily expensive energy system. Renewables and sustainable technologies are definitely coming, and Shell is actively involved in both. But it will take a long time before theyre available in significant quantities.
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SHELL WORLD

CALLING ALL LIVEWIRES!

Tough at the top? We meet three entrepreneurs whose companies were boosted by the Shell Livewire programme. Plus, see what Shell Livewire could do for you

What does the word entrepreneur mean to you? a question put to the founding members of 16 different businesses all assisted by the Shell Livewire programme since it started back in 1981. The Shell Social Investment team was conducting extensive research to mark the programmes 25th anniversary and the image that appeared was the same: Someone who is creative and a free spirit who has the nous to spot opportunities and the drive to capitalise on them. Sound like anyone you know? If so, they may be interested in Shell Livewire an online support service with awards programme, boasting one of the largest banks of peerreviewed information on enterprise for young people in the UK. While it provides support for everyone, it is designed for young entrepreneurs aged between 16 and 30 who have just started or are thinking of starting their own business. Jenny Marsden, who leads the Shell Livewire programme, says: It is a business networking site in essence and is completely free to join. Were offering a resource where young entrepreneurs can find solidarity and talk to other people who are in the same position. The content of the site is therefore largely user-generated and they will find answers to questions such as, How do I raise capital to start a business? How do I become a sole trader and sort out my tax payments? How do I get my product into the market place?
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They want practical advice our users might not necessarily go to the chamber of commerce, but will come to Shell Livewire to get the information from other young entrepreneurs and experts. The 91,000 international users will also benefit from a refreshed website launched earlier this year, promotional opportunities, interactive multimedia content and e-newsletters. Most importantly, members will have access to invaluable expert advice and will have the opportunity to submit questions to some highly successful entrepreneurs in real time. In addition, those with the most innovative business ideas could win 1000 every month in the Shell Livewire Grand Ideas Awards. This year sees the return of the Shell Livewire Young Entrepreneur of the year award, with a prize fund of 10,000. Why does Shell fund Shell Livewire? It is part of our national social investment programme, says Jenny. We recognise that young entrepreneurs are vital to the drive and future of the UK economy and Shell wants to play its part in supporting them. We believe that Shell Livewire and other such schemes will play an important role in overcoming the most pressing challenges facing society not least, to meet growing energy demand in sustainable ways. Read on to meet three entrepreneurs the programme has helped over the years

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James Watt
Owns: Brewdog Beer. Established a year and a half ago to appeal to a younger audience of beer drinkers who would like organic ingredients, no additives and contemporary branding, Brewdog is the largest independent brewery in Scotland. It has contracts with Tesco, Oddbins, Sainsburys and other leading brand names. James won the Scottish heats of Livewire and came second at national level. James found Shell Livewire through the Princes Scottish Young Business Trust, who nominated him. Best thing about being own boss: Working in every single part of my business, from bottling, to sweeping, to accountancy, to marketing. And sampling my own produce when I feel like it. Advice to other young entrepreneurs: Have complete, unswerving belief in yourself and your business idea. Be prepared for people to knock your vision, but stay committed to it and work extremely hard at achieving it. Dont listen to negative feedback and come back stronger from it. On the future: We have already established the business in the US and Sweden and I want to keep exposing the Brewdog brand.

Lucy cohen
Owns: Mazuma (Yiddish word for wealth). Based in Cardiff and established in 2006, Mazuma makes accounting services more accessible, using plain English and offering affordable services for a fixed fee. It uses contemporary branding based around the colour purple associated traditionally with wealth. Lucy won the regional Welsh and national heats of Shell Livewire in 2007. On entering the Shell Livewire Awards: We discovered the awards online and were keen to pit ourselves against the best people out there. Entering the awards was the easiest way to do that it helped my business partner and I to clarify our business plan and see how it compared to the other participants. It was a gruelling process, a bit like Dragons Den, but we solidified our convictions because of that process. On Shell Livewire: I am still in touch with the other Shell Livewire winners and members of the online community, who are all likeminded people. We can swap skills, share advice and forge business relationships. I have a peer group of business people because of it, which is so valuable. Best thing about being own boss: The freedom and autonomy it affords you are in control of your own future and not dependent on that next job opportunity or pay rise. Advice to other young entrepreneurs: Be dynamic and strong-minded, dont let your ideas be stifled and have self-belief. Also, take on staff as soon as you need them or youll get snowed under. On the future: We are bringing Mazuma to the high street through franchising the business, in addition to the branches we have in London and Cardiff. We are also offering a new range of services: electronic document storage, mobile downloads and will eventually expand to offering other business services such as HR and legal.

stewart graham
Owns: The Gael Force Group. Established in 1984 as a fabrication business to the local fishing industry in Stornoway, the company is 500 times the size it was 25 years ago. It has grown and diversified and now forms a group of subsidiary companies. It won the local Scottish and national heats of Shell Livewire. On entering Shell Livewire Awards: I entered the competition 25 years ago one of the few of its kind at the time. There was a lot of publicity surrounding the competition, which proved invaluable to a start-up business. In fact, the link with Shell is still providing us with publicity to this day! Although there was no online community as is the case today, I do feel that winning the competition gave me an incredible boost in confidence as an 18-year-old and made me ever more determined to succeed. On Shell Livewire: I think its a great initiative and provides a tremendous amount of value for young entrepreneurs looking to get into business. It shows young people that their ideas are being taken seriously and that they can achieve a lot of success at a young age. Best thing about being own boss: Seeing the business grow, developing our products, markets and people, while continually challenging myself and my team. Though Ive made many mistakes I have generally learned from them. Advice to other young entrepreneurs: Try and gain experience in other industries first I went straight from college into my own business and I would have found it helpful to define my own business model by comparing it to others first. Also, sounds obvious, but dont be afraid of hard work you have to be driven or you wont succeed. On the future: Further growth we are about to launch a new product, floating marine homes, which can be moored anywhere!
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SHELL WORLD

DRIVING TIPS FROM THE MASTER

Ever wondered what it would be like to get driving tips from Michael Schumacher? Well, 20 lucky Shell Helix competition winners got to find out when they met him on 10 November 2008 at the Ferraris private test track in Fiorano, Italy. The visitors had won a global competition to spend the day being taught to drive a Ferrari F430 with Ferraris most successful Formula One driver on hand to show them exactly how it was done! This, Shell Helix Ultras first global customer competition, was a huge success for Shell Lubricants premium consumer oil brand. Eleven Shell markets took the opportunity to participate and all experienced a great response from the public in China alone, thousands of consumers were engaged in over 700 independent workshops. We are delighted with the success of this competition, said Richard Bracewell, Shell Global Marketing Manager. The markets using this promotion have contributed to a 23.6% growth in sales of Shell Helix Ultra, underlining the true global reach and power of our technical partnership with Ferrari and relationship with Schumacher. Driving a Ferrari is a dream for most people and I am lucky to have driven quite a few of them in my time, said Schumacher on the day. It is great to join the winners here today and watch them enjoying themselves and getting faster and faster with each lap! After watching the end of the morning session with great interest, Schumacher got on the track himself to show how it was done, and two lucky guests were later treated to some hot laps alongside the German World Champion.

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Shell recruits employees of the highest calibre, and uses assessed internships to take on high potential graduates. We talk to Intern Supervisor, Steve Paterson, to find out more.
Shell E&P Europe, heads up a diverse team that works in several locations covering the spectrum from platforms to gas plants and processing facilities. The team is made up of approximately 24 members 25% graduates.

CHOOSING SHELL

Assessed internships are one of the most effective ways of attracting talented graduates.
Dyan Brown

Steve is an advocate of taking on assessed interns and has supervised six interns over the past three years. One has joined Shell and another comes on board next year after completing his studies. Were looking for bright, motivated students who will go on to graduate and potentially work for Shell, explains Steve. Its a chance for us to take a good look at them and for them to take a good look at us. Its a two-way process. How do you identify the need for an assessed intern? I tend to talk to senior colleagues to find out about ideas for projects and then we gauge what is feasible. I aim to create projects that are three months long or more. However, the minimum for an assessed internship is eight weeks. Interns need a project that they can get their teeth into and add value in terms of their own learning as well as adding to the business. What sort of projects have the interns worked on? There has been a wide range of projects. The first intern to join our team evaluated stainless steel in a subsea environment. There are extensive pipelines and manifolds on the sea-bed and its invaluable to be able to assess the impact of the environment on this infrastructure. Another intern worked on predicting the erosion of pipework caused by the sand that is a by-product of oil and gas production. Our intern conducted some fundamental analysis,
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The Talent Test As a global company helping to meet the worlds growing demand for energy in economically, environmentally and socially responsible ways, Shell needs and recruits employees of the highest calibre people with drive, ambition and talent; people willing to take on responsibility right from the start. Assessed Internships are one of the most effective ways of attracting talented graduates, says Dyan Brown, an Onboarding Specialist working with Shells Exploration and Production business based in Aberdeen. From the outset they help to demonstrate Shells professional approach to employees development. While in the past, Shell has offered both assessed and non-assessed internships, there

is an increased need to focus on assessed internships to recruit and retain high potential graduates. Assessed internships are well-structured and are aligned with current graduate vacancies so that, on successful completion, interns can often move seamlessly into a graduate placement position, explains Dyan. If our interns are properly stretched and developed, theres a huge benefit to the business well be able to identify people who will help build Shell and make a difference in the future. Shell World UK finds out more. STEVE PATERSON, INTERN SUPERVISOR Steve Paterson, Discipline Head of Materials & Corrosion Engineering for

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calling upon and even challenging external experts such as professors. Can interns expect to experience the world of Shell beyond the office? We encourage interns to visit onshore facilities such as our gas processing plants to gain an insight into what they look like and how they operate. Some of our interns were fortunate enough to see the reeling of a pipeline the pipe is fabricated in 1km lengths and is reeled on to a wheel 25m across! Its an eye-opener. Internships are an opportunity to see and learn about practical applications and gain that hands-on experience to complement their studies. What are the challenges of setting up an assessed internship?
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The challenge is to limit the scope of the project. Its tempting to envision a hugely complex project, but students need to feel that they have accomplished something tangible by the end of their time with us. What do you most enjoy about being a supervisor? Its great to work with young, enthusiastic individuals and guide them on their prospective careers. Theyre just starting out and bring freshness to the workplace. I have children of a similar age and I work with children outside of work. Its something thats close to my heart. My eldest is studying chemical engineering and the younger one starts architectural engineering next year. The students that Ive come across are enthusiastic and conscientious and they really

put in the hours. Its great to see the development over the period of an internship. Interns gain a better knowledge of materials, but also knowledge of themselves. How much time does a supervisor need to invest in assessed interns? Its about half a day per week over a 12week internship and there is some administration that needs to be done. You need to take the time to listen and guide interns. When I first started taking on interns, it was time-consuming. Now, Ive learnt to delegate and share the load with our existing graduates. The graduates mentor the interns and help them to settle in to their roles. The graduates will often include interns in their social circle and they tend to really enjoy their time with us in Aberdeen.

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We encourage interns to visit onshore facilities such as our gas processing plants to gain an insight into what they look like and how they operate.
Steve Paterson Intern Supervisor

DENA RAFIK, SHELL INTERN

May September 2006 Dena Rafik worked as an intern on one of Steves projects during her university holidays. A year and a half later, after completing her studies, she started at Shell. Shell World UK asked Dena about the internship experience. My internship was great. I spent four months evaluating stainless steel in a subsea environment and later developed a risk assessment tool. It was a challenging project because it was something I had never done before. It gave me the opportunity to talk to people within different disciplines, understand the scope of a technical role, and experience the EPE business. People were willing to help and give me their time, so I didnt feel like an intern as such. I was given responsibility and it was rewarding to work on such a worthwhile project. The support structure was also great I met with Steve once a week and had daily contact with my mentor. HR was also on hand to help, particularly when it came to my final review and presentation. Upon the assessment of my work, I was accepted for the graduate scheme within Shell. This was a great relief, allowing me to fully focus on completing my final year at university without the worry of applying for graduate schemes. In addition, the scheme avoided having to re-apply with Shell. It was a summer to remember living with other interns, getting a taste of corporate life, attending events and team building. Internships are a great route in to Shell and a great introduction to the company.
SHELL WORLD

INTERESTED IN SETTING UP AN ASSESSED INTERNSHIP WITHIN EPE?

HR is looking for challenging Technical and Commercial projects that are business-relevant of between eight weeks and one year in duration. Projects must give exposure to the Shell environment, and an opportunity to meet and work with Shell employees from different disciplines. Contact Dyan Brown at Dyan.Brown@shell.com.

INTERESTED IN APPLYING FOR AN INTERNSHIP AT SHELL?

If you would relish the opportunity to manage your own project, with the support of a supervisor and mentor, while having the freedom to express your ideas and develop your business skills, then log onto www.shell.com/careers. Select Students & Graduates, Shell Interns to access the online application form and submit your CV.

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THE ENERGY CHALLENGE

THERE IS GROWING RECOGNITION THAT COMMUNICATION IS KEY TO A SUSTAINABLE FUTURE. WALKING THE TALK IS CRUCIAL BUT SOLITAIRE TOWNSEND BELIEVES YOU NEED TO TALK A BIT MORE TOO. Meet Solitaire Townsend: co-founder of Futerra Sustainability Communications, a member of the United Nations Task Force on Sustainable Lifestyles, one of 15 London Leaders for sustainability and Ethical Entrepreneur of the Year 2008. Solitaires passion for sustainable development has made her one of the liveliest communicators of the subject. We spoke to Solitaire about how she got involved in communicating sustainability and how she helps others understand this complex but crucial issue.
How did it all start? A self-confessed policy wonk, in her early 20s Solitaire put her masters degree in Sustainable Development to use, developing green policies and investigating new technologies. Then eight years ago she had her epiphany moment sat at home on the sofa, cup of tea in one hand, a United Nations report on biodiversity in the other, and an episode of Friends on TV. Despite being hugely passionate about the environment and her job, watching Friends triumphed over preparing for the policy briefing she was due to give the following day. Thats when she saw the gap. There is this very important issue, which I believe is the number one issue for everyone alive on the planet today, that is so unbearably dull, even somebody as passionate as me would rather watch Friends. Thats when I decided to move from writing policies to communicating and promoting them. What is sustainability communications? For Solitaire, communications is implementation, You can write a beautiful policy, you can invent an extraordinary technology, and
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you can design an important process but without communications it will never go beyond you. Firstly, people need to understand what climate change is. Solitaire finds herself regularly asked how we, little human beings, can possibly be affecting climate change. To explain it she recruits an orange and a hazelnut. The orange represents the planet and the hazelnut is what you would get if you wrapped all the atmosphere in the planet into a ball. Its actually quite easy to affect the chemistry of this small and very delicate ball of air. And thats all were talking about here; affecting the chemistry of certain parts of the atmosphere, very slightly. Thats what causes climate change. Secondly, a sustainable future, which is an extraordinary product, needs to be packaged in a way that makes it easier for people to find and become engaged. One of Solitaires earliest pieces of work is a great example of this packaging a booklet called The Rules of the Game, where the game is communicating climate change and the rules will help to win it. Created as part of the governments UK Climate Change Communications Strategy, every one of the 25 rules is a simple-to-use communication tool just a few lines long, but based on a very deep dive into the psychology of climate change. Rule 22 is label people. The recommendation is: if someone does

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The orange represents the planet and the hazelnut is what you would get if you wrapped all the atmosphere in the planet into a ball.

something positive for the climate or environment, let them know. Say Thanks, youre clearly someone who cares about the environment. Solitaire recognises that if you can get people to wear the badge, or somehow label themselves as being involved, its going to encourage them to take more action. So what will make people greener? Solitaire believes that social proof, status, and salience have the biggest influence on our behaviours and are simple tactics that will make people greener. Social proof describes the way in which we do the same things everyone around us does because we consider that their behaviour is appropriate or better informed. Walk outside and look up at the sky. Guaranteed, other people will stop and look up at the sky too. Solitaires number one challenge is to change social proof so that people see others around them taking on green behaviours. Solitaire realises that, historically, sustainability has been a bit dorky. The evidence clearly shows that for a massive percentage of the population, you could not pay them to do something that makes them look alternative or lowers their status. We have to improve the status of sustainability behaviours and turn them into something that makes you look good. The principle of salience is that which we can imagine we believe, and that which we cant imagine, we dont believe. Solitaire points out that we can imagine the world and our behaviours as they currently are because were living them; we can increasingly imagine climate chaos because people like Al Gore have given us pictures of drought and flooding; but we cant imagine what a sustainable world

will look like. The third challenge is to create those compelling pictures of a sustainable future in peoples heads, because if they can imagine it, theyll believe its achievable. And if they believe its achievable, theyll try to achieve it. Who is responsible for communicating climate change? Solitaire believes that everybody has a role to play, from children and small businesses to large corporates and international government, and that it needs to become a big conversation thats going to last for generations if were going to bring about changes in social proof, status and salience. In November 2008, Bjorn Edlund, VP Communications at Shell, and his team answered questions on communicating sustainability in a live webchat (www.shelldialogues.com/ communicatingsustainability). Whilst Solitaire was unable to take part, she did catch up later. The level of debate was excellent and I was very encouraged by the quality of questions, and by the different types of people who engaged. Shell is an example of a huge organisation that does a very good job of communicating sustainability, but we need more of it; communicating sustainability is not a one-off activity its got to be something that lasts. Solitaire acknowledges that people get nervous talking about sustainability, with its weird terminology and difficult science, but believes that if everyone who cared about it had one conversation a day with someone who wasnt thinking about it, we would change things much faster than any massive advertising campaign ever could.

In her other roles

As a member of the UN Task Force on Sustainable Lifestyles, Solitaire is privileged to be part of a group of international experts brought together to explore ways to encourage sustainable lifestyles, and to look at what does and doesnt work when it comes to communicating sustainability. The Task Force is supporting several global pilot programmes and analysis is underway to discover what has been learned and what can be replicated elsewhere. For example, in some cultures, the older you are, the more respected you are, so engaging with retired and elderly people to take on sustainability is incredibly powerful, while in others, making sustainability a part of young pop culture makes it more desirable. The London Leaders programme aims to provide London communities with the leadership and guidance needed to create sustainable environments and attitudes. As one of the first London Leaders appointed by the London Sustainable Development Commission, Solitaire is engaging with the creative industries, and has been involved in a project called Broadcasting Green. Working with advertisers and TV production companies, Solitaire is developing guidelines for showing sustainable lifestyles on film. Examples include turning off lights when someone leaves a room, or having recycling bins on kitchen sets. Demonstrating sustainability as acceptable behaviours on TV and film is another way in which we can start to change social proof, adds Solitaire.

SHELL WORLD

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PEOPLE & ENVIRONMENT

Everybody needs good neighbours...

Communities around the St Fergus and Fife NGL plants in Scotland will see a boost to their local economies thanks to a Multimillion pound Rejuvenation Project run by Shell EPE.
Announced in 2007, the project will replenish Northern Systems and Plants (NSP) to process new Norwegian feedstock (natural gas liquids) and should extend the life of three onshore installations the St Fergus Gas Plant near Peterhead, the Fife Natural Gas Liquids Plant and the nearby Braefoot Bay Marine Loading terminal until 2021. Each facility will be upgraded to ensure they remain safe, reliable and efficient throughout their extended lifetime. There are clear business benefits to upgrading the facilities: UK gas supply and demand
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dynamics have recently changed and the northern systems are ideally placed to support the import of Norwegian feedstock. This will secure energy supplies to the UK in the mid to long term. The plants have reached the end of their originally anticipated 25-year design life, says Ken Merry. Plant Installation Manager of St Fergus. But the Rejuvenation Project will extend and secure the plants life and ensure further business opportunities for the North East. We hope that St.Fergus will be the gas processing facility of choice for our customers. Long-term jobs But just as important lies an emphasis on rejuvenating the local community and working with them to build a sustainable future. Leo van Grol, Northern Systems and Plants Operations Manager, says: These plants mean a lot to the local communities in Buchan and Fife and most of the 300 core staff and contractors we employ live within a 25 mile radius of them. Its fantastic that we can keep these plants open as it enables staff who have worked here for years to reach

retirement and see their sons and daughters who also work on the plants with secure, long-term jobs. The new Norwegian gas supply alone will safeguard jobs for the next 15 years and for the duration of the Rejuvenation Project, create another 200 jobs on top of these. We are sourcing as many of the skilled staff from the local community as we can. The project will have a knock-on effect on local small businesses in the community important in todays economic climate. In particular, locally based workshops will play an invaluable role in supporting the project refurbishing valves for the plants and the fabrication of steelwork. The main contractor for the Rejuvenation Project is the Aberdeen based company, Wood Group, which is conducting the engineering, procurement and construction work and which also employs many more local people. Best of the best Leo and his team also recognise that

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Rejuvenation Project Team at local garden improvement community initiative

rejuvenating their workforce is a key element to their success and they are investing in apprenticeship and trainee schemes with local colleges. Plant Installation Manager of Fife NGL, Alex Baird, explains: We are becoming a very good training organisation in a number of fields and will continue to take on apprentices through our training facilitators, to sustain and provide the life blood for the plant. While the trainees are not guaranteed permanent jobs at the end of their time on the plants, they will have received robust onthe-job training to set them up professionally and help them achieve their academic goals. Stephen Halpin, an 18-year-old thermal insulation apprentice, showed such promise working with West Fife Enterprise, that he was snapped up by an insulation contracting company for NSP and offered a 3-year apprenticeship on the Fife plant. After 18 months of working there and after comparing notes with his college contemporaries, he describes the onsite training facilities as the best of the best and went on to win insulation apprentice of the year by his local college. Engaging with the local community and keeping them informed of progress made is very high on the Rejuvenation Project agenda, with team representatives updating local business forums and schools on a regular basis. Alex Baird continues, Community relations is part of Shells corporate responsibility. Our aim is to be

sustainable, responsible and hopefully a good neighbour. We engage external stakeholders in support of our business objectives and, hopefully, well enhance Shells reputation in the local area. Rejuvenating the community Both plants have embraced the concept of good neighbour and have worked on a number of local projects and not without a healthy amount of competition! Bill Burr, plant manager of St Fergus and his team recently visited the Royal Society for the Protection of Birds facility at the Loch of Strathbeg to improve the centres facilities and undertake some maintenance work. Meanwhile, Alexs team in Fife has been working on a project to transform an area of unkempt land into a Secret Garden for toddlers and the wider community to enjoy. In addition, the Rejuvenation team as a whole, including contractors from Wood Group and managers based in Aberdeen, have visited local community centres to build disability ramps, making the grounds more accessible for disabled residents. We really want to show our commitment to the local communities surrounding Shells facilities, one that will continue in the years to come, says Bill Burr. Safeguarding the natural environment This commitment also extends to the natural environment. All obsolete equipment at both

plants will be replaced with more energyefficient parts and state-of-the-art technology. Significant fabric maintenance work includes upgrades to paint and insulation systems and fire and gas systems, ensuring that burner ignition systems are more fuel-efficient and a reduction of CO2 emissions. Those involved in the project have paid careful attention to waste disposal and how best to monitor waste supply chains indicative of Shells overall commitment to safeguard the natural environment. Both plants have been screened thoroughly to ensure that all equipment is fit for purpose, says Bill. Ageing, redundant or obsolete materials for example, batteries or old piping insulation and cladding, will get channelled off to local companies for recycling. We want to reduce the amount of waste sent to landfill and increase our recycling as part of that waste minimisation plan. The Rejuvenation Project suggests real opportunities both for the local communities surrounding the plants and for Shells contribution to UK gas supplies in the future. When the project was announced in 2007, Gordon Brown commented, it is you who are responsible for the great success of this project and it is you who continue to ensure that we have the energy supplies coming in from the North Sea so they are available for our economy. Looks like Leo and his team are well on target for doing that.
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TECHNOLOGY & INNOVATION

Meet Shells prize-winning technology manager, Dr Ian Taylor, who is developing optimised lubricants for Shell and its customers.

Dr Ian Taylor, Technology Manager of Shells Lubrication Science Group, is the 2008 winner of the Institution of Mechanical Engineers Donald Julius Groen Prize for his outstanding achievements and contributions relating to tribology. Originating from the Greek word tribos which means rubbing, tribology is the study of friction, lubrication and wear.
Tribology, in its traditional form, dates back to the beginning of recorded history. The carvings on a tomb at Saqqara (c. 2400 BC) show an Egyptian bending down to lubricate a sled carrying a statue of Ti, while war ships recovered in Italy (c.50 AD) contain bronze balls and rollers used to support rotating platforms. But it wasnt until the 1960s that the word tribology was formally introduced and defined. In any machine, there are lots of parts that operate by rubbing together. Gears, bearings and piston rings are just a few examples. All of these parts have two surfaces and when they come into contact with each other it is friction that resists the movement. Usually, we dont want the parts to wear so they are lubricated. Putting a layer of lubricant (oil) between the surfaces separates them and allows them to slide over each other more easily, reducing friction and wear. As technology manager of the Shell Lubrication Science Group in Thornton, Ian manages a portfolio of research projects that look at the performance of friction and wear lubricants. One of the single largest applications for lubricants, in the form of motor oil, is to protect the engines in motor vehicles and powered equipment. Ians team is developing oils designed to improve the efficiency of car engines and other machinery, saving fuel in the process. Shell World caught up with Ian to find out more Why is tribology important? Well, back in the 60s, the Jost Report, produced by the British Department of Education and Science, documented the potential economic savings that could be achieved by minimising friction and wear. It estimated that for many countries, around 10% of the Gross National Product (GNP) is spent overcoming friction and
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Reducing friction and wear are key roles of a lubricant. Tribology is the science that provides the fundamental understanding that enables us to design and develop lubricants that provide superior protection and efficiency for our customers operations. Ians success in winning this prize clearly demonstrates Shells technology leadership in this critical area of lubrication where moving parts come into contact, separated only by a very thin film of oil.
Andrew Foulds Lubricants Technology Manager, Shell Global Solutions

wear, and given that the UK GNP in 2007 was approximately $2250 billion, 10% is a significant amount of money! The report also found that savings in the order of 1% to 2% of GNP could reasonably be made by the application of good tribological principles, for example, using the right lubricant. And its not just financial savings that can be gained. Using the right lubricants can lead to significant energy savings reduced fuel consumption, as well as reduced CO2 emissions. For Shell, the worlds biggest lubricants company, the whole area of tribology underlines our business model. How does your teams work translate into benefits for Shell and its customers? One of the key areas of interest for Shell Lubricants is the manufacture of energyefficient products. What were trying to do with these products is reduce the friction without affecting the wear of the machine. The properties of lubricants change as they get older. So when you first put oil in your car it has the properties that we measure in the laboratory, but over the space of a year or so it reacts with air and the properties of the lubricants change. If we optimise a lubricant so that it stays as close as possible to the original lubricant throughout the oil drain interval then you dont get any decrease in efficiency over the lifetime of the oil. Not only are there clear financial benefits the use of optimised lubricants can help reduce businesses carbon footprints and lower their impact on the environment, as it can contribute to significant energy savings through reduced fuel consumption and reduced CO2 emissions. How has lubrication science developed throughout your career? Back in the early days, we were developing

mathematical models that predicted the behaviour of different oils in a car piston assembly, taking into account variables like temperature, pressure and the viscosity (thickness) of the lubricant. In time, this became a model of the whole engine and allowed us to accurately predict the impact of energy-efficient lubricants. This work has continued to grow and now were producing oils for turbines, hydraulic machinery and other industrial applications. Whats next for lubrication science? Well, theres plenty to keep us busy Most of our lubricants are optimised for lubricating steel against steel, but car manufacturers, truck manufacturers and companies who make industrial machinery are looking at a wider range of materials now, so its not just steel against steel, it could be steel against aluminium or ceramic materials. One of our next challenges is to understand better what the optimum lubricant is for each of these different material combinations. Another area of great interest is sensing what is happening to the lubricant in the engine. I imagine that in 10 or 20 years time, engines could have sensors in them which actually tell you, in real time, when its time to change your lubricant based on real measurements of what the lubricants state is. Interestingly, both the fuel and the lubricant are the only parts of the car where there are no sensors to tell you when they need changing. Some cars have sensors that tell you its time for a service but this is usually based on how many miles youve done. If you drive in a fairly gentle way, you may be able to leave the lubricant in for longer. What does winning the Donald Julius Groen prize mean to you? Firstly, I would say that I see it as being an award for the whole team, not just

myself. The team in Houston and Thornton has been doing work like this for the last 15 to 20 years and its great to get recognition from outside of Shell that its good quality work and that theres real science behind our products. Shell Lubricants is striving towards a technology leadership so having an independent external organisation recognise that the technology were delivering is of a high standard and worthy of winning a prize is fantastic. If were doing good science then well continue to come up with good products.

did you know

 There are approximately 25 million private cars registered in the UK.1  An average European car emits around 2.5 to 3 tonnes of CO2 per year.  Reducing fuel consumption by 5% in all UK cars could save almost 4 million tonnes of CO2 and 2 billion per year.  Use of the correct lubricant in your engine could reduce your fuel consumption by 25% (over realistic driving cycles). For coldstart, short-trip driving, the fuel economy improvement may be even higher.2
1. Transport Statistics in Great Britain, 2008. 2.  Lubricants & Energy Efficiency: Life-Cycle Analysis. Leeds-Lyon Symposium on Tribology, September 2004.

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SHELL IN THE COMMUNITY

SHELL IS A MAJOR SPONSOR OF THE FIRST UK YOUNG SCIENTISTS & ENGINEERS FAIR THE BIG BANG.
Practical solutions to some of the most pressing challenges facing the world today will come from engineers, but the UK faces a skills gap and a declining population.
We need to do everything we can to promote the role of engineering, says Sir Anthony Cleaver, Chairman of the Engineering and Technology Board (ETB). In post for just over a year now, Sir Anthony is very focused on the launch of the first UK Young Scientists & Engineers Fair. With Shell as one of the major sponsors, we caught up with Sir Anthony to find out more about the importance of this event and his role in raising the profile of engineering.

ABOUT THE ETB

About Sir Anthony Cleaver

Sir Anthony Cleaver was appointed Chairman of the Engineering and Technology Board in August 2007. He began a long executive career with IBM in 1962, which culminated in his appointment as Chairman and Chief Executive in 1990. In 1993, Sir Anthony became Chairman of the UK Atomic Energy Authority, and in 2004, he was appointed the first head of the

governments new nuclear clean-up authority (the NDA) from which he retired in 2007. During his career, Sir Anthony has been chairman of a number of organisations including the Medical Research Council, the Governments Industrial Development Advisory Board and the Royal College of Music. He was knighted in the 1992 New Years Honours List.

An independent organisation, the Engineering and Technology Board (ETB) aims to promote the vital role of engineers, engineering and technology in our society, and to inspire people to pursue careers in engineering and technology. This is no small task, but one that Sir Anthony is passionate about. So how is he pursuing this? Everything we do should align with our strategic goals to enhance the perception of engineers and engineering, and to improve the supply of engineers and there are three main ways in which we are trying to get there: promotion, research, and education and skills, says Sir Anthony.

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I am pleased that Shell is supporting the ETB with the Big Bang initiative. It is so important that we give schoolchildren every encouragement and opportunity to understand more about the science, technology, engineering and mathematics careers open to them. I hope that many of them leave The Big Bang with an understanding of how important and exciting technical and engineering jobs are, and the need for such skills in our industry.
Lynda Armstrong
Technical Vice President, Shell International, and a current member of the ETB board

A key component of the promotional aspect has been the launch of the Engineers Make It Happen campaign. Specifically targeted at further education, the campaign is aimed at inspiring future engineers and helping engineering students gain a better understanding of the opportunities a career in engineering can bring. There are a whole host of things that we are doing as part of this campaign, explains Sir Anthony. In conjunction with the Royal Academy of Engineering, were running a scheme whereby we provide very high level communications training to young, recently qualified engineers, and in return they commit to visiting further education colleges throughout the year to talk to both instructors and students about being an engineer. It is so important to have these enthused young engineers talking about their careers, as young people can relate much better to someone who is only three or four years ahead of them in life. The second way in which were trying to achieve our objectives is through research into the supply and demand of engineers, says Sir Anthony. Its very important that we know whats happening in education, how many people are going into various degree courses, and what happens to graduates, so that we can direct our attention to where it needs to be. The ETBs annual publication, Engineering UK, provides an evidence base across the science, technology, engineering and mathematics continuum, and the 2008 report clearly outlines the evidence to support the fact that the skills gap is largely at the technician level. This has led to a strong focus on further education students. And the third way in which the ETB is pursuing its objectives is through

education and skills. The ETB already has a board of people from industry, institutions and academia to ensure a good mix of input and advice and, moving forward, there will be three panels a business and industry panel, a panel of people representing the professional engineering institutions, and an education and skills panel. Chaired by Chris Snowden, Vice Chancellor of the University of Surrey, the education and skills panel will specifically look at what the colleges and universities think the ETB should be focusing on.

good role models can help, and are certainly something that engineering companies should encourage.

THE BIG BANG 2009

THE ROLE OF INDUSTRY

When it comes to raising the profile of careers in science and engineering, Sir Anthony believes that the role of industry, and companies such as Shell, is to explain what they do, very clearly, and to demonstrate the opportunities that they can provide for people to have an exciting and rewarding career. In general, the larger companies understand this and already have programmes in place, adds Sir Anthony. Shell, for example, delivers fun and interactive science workshops to more than 600 UK primary schools every year, and supports the Imperial College Science Challenge, an essay prize for conveying the importance of communication of scientific ideas to school pupils and Imperial College undergraduates. The other vital role for Sir Anthony is getting across the image of modern engineering. One of his key concerns is the huge gap between the perception of engineering what the public understands and the reality, both in terms of its importance to society and in terms of the excitement and opportunities that exist. The profile of engineers is not something you can change overnight but

The first UK Young Scientists & Engineers Fair will take place in March. When Sir Anthony joined the ETB in 2007, one of the first things on his agenda was a meeting with Lord Sainsbury. Echoing the words of his 2007 review The Race to the Top, Lord Sainsbury strongly recommended a high profile national science and engineering competition. And so plans for the Big Bang exploded into action. As well as the competition, which will identify the UK Young Scientist and UK Young Technologist of the year, the event will feature hands-on workshops, live science demonstrations and a range of exhibits to inspire students to consider careers in science and engineering. Sir Anthony is extremely grateful to have Shells support for the Big Bang. While the financial support is valuable, it is very important to have companies involved that can keep the fair current and ensure that what we are putting in front of young people is demonstrative of what is really happening in industry. Shell can share their understanding and expertise with attendees and people will leave the event knowing that Shell is supporting a terrific initiative. The Queen Elizabeth II Conference Centre has a fantastic central London location but with the event spread out over multiple floors and a limit on the number of attendees, Sir Anthony is already thinking ahead to next year, We would like to see the event double in size for 2010 so we will need a much larger venue. We also want to take it outside of London as a national event, its only
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BIG
QUESTION

SIR ANTHONYS

As part of the celebrations for National Science and Engineering Week 2009, the UK public was invited to pose its big questions to Britains leading scientists and engineers. We wanted to know if Sir Anthony had a big question? Do you believe that we can address the huge issues of climate change purely through technical responses? That is the big question I would put to the science and engineering community, says Sir Anthony.

Although he knows what his answer would be. I dont believe we can. Of course we want new technology, we want to find new ways of doing things, and we need to work on them and develop them quickly, but we also need, as individuals and a society, to accept that weve got to do some simple things ourselves to address the issues and stop using as much energy as we do.

right that it should move around the country. Sir Anthony would also like to see the introduction of regional heats feeding into a national competition final, and hopes to get universities involved too. Sir Anthonys vision is an annual event with around 500 competitors at the fair and a true representation of the span of the industry in the UK. His drive and determination was heightened by an inspirational visit to Ireland in January 2008, where he attended the National Science Fair at the Royal Dublin Society. As he specified his location to the taxi driver at the airport, the driver turned round to Sir Anthony and said, You must be going to the Science Fair its very exciting, all these youngsters doing such great things. What a message to have got out there! exclaims Sir Anthony. I was totally inspired. Not only by the profile of the event but by the quality of the projects, the enthusiasm shown by the children taking part, and the communication and team working skills that these young people were developing. Sir Anthony believes that these events can make a huge contribution to society. Having a high profile national event with big prizes will not only raise public awareness but, if executed well, will mean thousands of young people working across the country in preparation for the event. Not everyone will make it to the event itself, but so many will benefit from the process, adds Sir Anthony. This is a real opportunity for young people to get animated by science and engineering, and one that I am very proud to be a part of.

46 March 2009 Queen Elizabeth II Conference Centre, London www.thebigbangfair.co.uk

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Mara n e r r a W

Shell people get up to some amazingly diverse activities outside work. Out of hours takes a look at three inspiring stories.

OUT OF HOURS

A hairy situation
Its growing on me, says Warren Mara of the Tom Selleck inspired facial hair he grew for Movember. Took a long time to achieve the lustre and volume you see before you today, but I got there in the end! Movember, or the month formerly known as November, is a charity event held in November each year. Men, or Mo bros sign up with a clean-shaven face at the start of the month and spend the remainder grooming and growing their taches to raise awareness for mens health issues prostate cancer in particular. They are supported by Mo Sistas who help to recruit Mo Bros, organise fund raising events and celebratory galas. Supporters of the Mo Bros can witness growth and sponsor their adopted moustache on Mo Space, part of the Movember website. Downstream. Warren says, the guys really got into the spirit of things; one dyed his tache blue and another guy sang every time he got in the lift to raise extra cash. There was a great sense of solidarity and people were mindful of the cause. Movember ended with a celebratory gala, complete with award ceremony to recognise the best and worst moustaches in the team. And lots of beer. Warren, who lost his grandfather to prostate cancer, raised a highly commendable 6038.66 with the help of his team. Its fantastic people dont realise how prevalent this is with 1 in 10 likely to be affected by the disease He is hoping that Movember will come back to Shell bigger and better this year and with a global reach. So potential Mo Bros and Mo Sistas, be prepared!

The Movember Foundation is based in Australia and fellow Antipodean Warren, a Will Warren be keeping his tache? Actually training developer for Downstreams Task Ive become quite attached to it and the ladies Force, was keen to see it take off over here seem to like it, so yeah, maybe, he says. starting with Shell Centre: To find out more about Movember and Prostate Its a great way to get people interested in Cancer, please visit: www.movember.com the very serious issue of mens health, which, lets face it, men are terrible at taking responsibility for. Its a lot of fun to get into and every bloke can do it its not like you have to run 10k. You give all you can, regardless of your ability to grow. Plus, its a great excuse not to shave for a month! There were many other perks to Movember sponsors, Wilkinson Sword, gave away free shaving products, while Soho barber, Mos Emporium, offered free moustache shaping and beer. What started with a few recruitment emails to his immediate team soon grew into a group of 32 Mo members across

Its a great way to get people interested in the very serious issue of mens health, which, lets face it, men are terrible at taking responsibility for.
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rsden a M y Jenn

Aside from the singing, the social side of it is great and I have met some really interesting people.

Exmoor than a hobby

Every Sunday at 6pm, Jenny Marsden, who runs the Shell Livewire project (see page 1314), and around 30 others from various professions lawyers, accountants, health care professionals, professors and designers, meet at the Imperial College, London, for rehearsals. They make up the Exmoor Singers in London, nothing to do with Devon, but a name which marks the departure of its founder, Alan Moore, who established the choir in 1982 (ex-Moore). Now directed by James Jarvis, the chamber choir is committed to the promotion of new music and the work of new composers, such as James Lavino, Paul Ayres, Johnathan Dove and David Sawyer. The choir has received massive critical acclaim and was awarded a Four-star review rating by The Times for the first concert in their long-term project, Sounds: Voices of our Times at the Purcell Rooms, on Southbank. The project is devoted to showcasing the work of living composers, with a particular focus on the British. Life with the Exmoor singers has certainly proved glamorous for Jenny. She had the first of many TV experiences with the choir in 2003, appearing on the BBCs Songs of Praise . Since then, the choir have built connections with various composers and musicians across the UK. We were approached by the BBC Electric Proms and were asked to perform a one-off gig with Bloc Party at the Roundhouse in Camden they are lovely to work with, really down to earth and we were invited to the after party, which was great. Off the back of that, they asked us to perform backing vocals for their latest album, Intimacy, and as a thank-you, they named us all individually on the sleeve. The choir has also worked with Snow Patrol, recording a track on
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their new album, A Hundred Million Suns , and performing with the band on Later With Jools Holland . The Exmoor Singers also perform a more traditional style of music and run an annual Tallis festival where Spem in Alium is performed alongside a new work in 40 parts. They will also perform the St Matthew passion at St Johns Smith square on 5th April and can be seen with Howard Goodall in a BBC1 documentary about the Messiah on Good Friday. Jenny, who originally hails from St Helens, is quick to stress that being part of the choir requires a lot of commitment and there is a strict audition process for joining: I went for a taster session prior to the audition, to see if its the kind of choir I wanted to belong to you need to take it seriously and you have to be prepared for a good ear bashing if you dont pull your weight! You really cant miss a rehearsal. Jenny is no stranger to discipline and started singing at a young age, for the school and church choir, and later for the chamber choir at Warwick University. She has taken the starring role in My Fair Lady, appeared as Netty in Carousel, and sang in Billy Liar and in West Side Story at the Merseyside Youth Playhouse (MYP). She also performs solos at weddings and sings around her house, to the delight of her housemates. I love singing and would encourage anyone interested to give the Exmoor Singers a go. Aside from the singing, the social side of it is great and I have met some really interesting people, which is fantastic. See www.exmoorsimgers.org for more information.

UK

Andre w Cole -Hami & And lton rew G albrai th

Uneasy Riders
In unison, Andrews Cole-Hamilton and Galbraith say: We blame each other. No, actually, we blame our boss! They are talking about the colossal LondonParis bike ride they will undertake on 3rd June this year. They are from the Financial Accounting and Reporting team in Shell Glasgow and all in the office have an infectious enthusiasm for local charity, Big Build. The project supports a key Marie Curie Hospice in Glasgow which is in dire need of an update to ensure that patients comfort, privacy and the standard of care are not affected by the conditions. Everyone in the community knows the hospice and it means a lot to us all, says Andrew C, who lost a childhood friend to cancer. The team has really pulled together in a bid to raise money but we have noticed a strong response to us think its because they can see how hard were training in the face of the extreme Scottish weather. Andrew G continues, Were really touched at the response everyones got fully behind us, and our manager, Chris Deery, has been a great motivator. The LondonParis ride is organised by events agency, Do-it-for-Charity and takes care of all logistics along the route. Participants need to raise 1,250 respectively to complete the course and funds are then donated to their nominated charities. The boys, or team Uneasy Riders, will head down to South East London from Glasgow, cycle through Kent and down to Dover. Strictly speaking, we should be crossing the channel on a pedallo at this point, but well cheat and get the ferry, Andrew C smiles. Once in Calais, they will cycle through some picturesque countryside and hilly, forested terrain to Abbeville, hit the Parisian streets four days later and arrive at the Arc du Triumph on 7th June. Someone from the events company will vouch for their safe arrival and prove they have not disappeared for a bierre in the French countryside along route. The boys will then be free to enjoy a celebratory meal and well deserved rest after cycling an exhausting 300 miles in total. Andrew G admits that the Paris trip was conceived in a somewhat misguided and euphoric moment after the pair completed Pedal Scotland in September last year a gruelling 55mile route between Edinburgh and Glasgow, to which he dragged an unsteady Andrew C and fought various other competitive work-mates to the finishing line in 3.5 hours. On the back of this, Uneasy Riders was born, a logo was created, a blog was written, and harebrained schemes were hatched. Despite being saddle-sore from the last ride, they embarked on the Braveheart Cycling Fund Challenge alongside Olympic Medal winner, Chris Hoy, in October and are planning a 180 mile ride from Shell in Aberdeen to Shell in Glasgow before the Paris trip. It will be around 5070 miles a day and its to raise more funds for Big Build. Wed love it if some of our Shell colleagues from any location could come and join us they can do as much or as little of the route as they like; it is a fantastic way to get some exercise and fresh air, engage with each other, and donate funds to a worthy cause. To follow the Uneasy Riders progress, join a bikeride and/or donate to Glasgow Big Build, please visit http://uneasyriders.blogspot.com/ or http://www.justgiving.com/uneasyriders. The fund still needs another 4m!

We blame each other. No, actually, we blame our boss!

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no limits
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