SHELL WORLD SPRING 201 1

setting the standard

We find out why Shell Shipping is the industry leader.
delivering energy through innovation
An interview with Shell CEO Peter Voser.

the energy challenge

Dr. David Clarke explains the work of the Energy Technologies Institute (ETI).

choosing Shell
Smarter Mobility is Shells new approach to cleaner, more energy efficient transport.

welcome
Dear Readers, Welcome to the Spring 2011 issue of Shell World UK magazine. Im pleased to have the opportunity to introduce this issue and tell you a bit more about Shells Shipping business. I believe we are a team who tie the rest of Shell together. Our main objective is to facilitate the success of the whole Group and we are connected to all of Shells activities not just in the UK, but globally. We support the enterprise in a number of ways, perhaps especially significantly through the role we play in building relationships with the governments of our major international stakeholders in places like Qatar, China and Russia. As some of you may know, I am leaving Shell this April, after 40 years with the company. I feel privileged to have worked as a member of the world leading team we have in the Shipping business. Our team has such a broad focus that we would find it impossible to cover all our activities in one piece but I invite you to read the article on pages 11-14. It provides a window into the world of the Ship Management team and some of the challenges it faces including modern piracy, a subject I am professionally involved with in my multiple roles as Head of Shipping at Shell, the President of the UK Chamber of Shipping and Chairman of the Oil Companies International Marine Forum (OCIMF). It goes without saying that safety is a top priority in all areas of the business, so please read the article on page 15 for a new perspective on the subject: by embracing a new training technique, managers at Shells Northern systems and plants believe they have changed the way staff think about safety. Following on the theme of changing the way we think, see page 19 to learn about Shells Smarter Mobility campaign: its a new approach to speed up the global shift to cleaner, more energy efficient transport. Finally, Peter Voser brought in a new era of change at Shell after becoming Chief Executive Officer 18 months ago. You will be interested to read his interview, starting on page 7, in which he looks back on the achievements of 2010 and ahead to the challenges to come. I hope you enjoy reading this issue. Remember that the team at Shell World UK magazine is always interested to hear from readers. See pages three and four for details of how to contact them.

Jan Kopernicki Vice President Shipping

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Spring 2011

contents
03 EDitORS LEttERS
Responses to your feedback and queries about the last issue of Shell World UK magazine.

17 tHE ENERgy CHaLLENgE

Dr. David Clarke explains the work of the Energy Technologies Institute (ETI).

05 NEWS iN bRiEf 07
We cover Shells commitment to diversity and how the company helped Heathrow airport at Christmas.

19 CHOOSiNg SHELL
Shells new approach to cleaner, more energy efficient transport.

07 DELivERiNg ENERgy tHROugH iNNOvatiON

An interview with Shell CEO Peter Voser looking back at 2010 and forward to 2011.

21 tECHNOLOgy aND iNNOvatiON

We get to know the three UK Shell Eco-marathon teams.

23 SHELL iN tHE COmmuNity

How Shell has searched out young entrepreneurs that are real livewires.

15 PEOPLE aND ENviRONmENt 21

A new training technique thats changed the way staff think about safety.

25 Out Of HOuRS
Meet three Shell people and find out more about their talents outside of the office.

11

SEttiNg tHE StaNDaRD

We find out why Shell Shipping is the industry leader.

SHELL WORLD

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Editor Shelley Hoppe managing Editor Sarah Marshall to contact the magazine Shell World UK, CA-CX, Shell Centre, London SE1 7NA Email Shellworlduk@shell.com Website address www.shell.co.uk/ shellworlduk Contributors Martin Platt Angela Everitt

your magazine
EDitORS LEttERS

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

dear Editor, i read your feature Room to Breathe in the last issue with interest. Many years ago Joe davis, then Head of SiPC Marketing oil Products development, attended the opening of the Bombay Refinery and was appalled at the low level houses in which women were exposed to severe indoor pollution from traditional stoves. in retirement, davis went on to play a leading role in the charity intermediate technology, now called Practical action, dedicated to the transfer of simple technologies from the developed to the developing world. the development of simple cooking stoves, water pumps and irrigation schemes, and similar artefacts that can be made locally by largely unskilled people without subsidy have featured in the charitys programmes ever since. But the size of the problem demands more than a charitable solution and the Shell Foundations involvement is to be welcomed. i doubt whether Joe davis is still with us as a Shell pensioner but he would be delighted to find the Shell Foundation following in his footsteps as is so often the case, when Shell people lead the way and the world later follows. Best regards, Martin Knowles Dear Martin, Thanks for your comments. You can find out more about Breathing Space and the other Shell Foundation programmes at www.shellfoundation.org

Shelley Hoppe
EditoR Email Shelley.Hoppe@shell.com telephone +44 (0)20 7934 3100

Sarah marshall

ManaGinG EditoR Email Sarah.Marshall@shell.com telephone +44 (0)20 7934 2260

And the star letter is...

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We use 50% Recycled Waste and 50% Virgin Fibre material, which conforms to criteria set by Government for Recycled Papers.

We love to hear what you think about our articles so, in future we will be giving a prize to the best letter we receive in response to the previous edition. Were especially interested in hearing what you thought of our content, but would also be interested in any questions or thoughts you have about Shell and the energy industry in general. Well be giving away a 20 M&S voucher to the reader who sends us the most interesting letter for publication in the summer issue. Please send in your letters preferably by email, or to the postal address (top left), by Friday 29 april 2011.

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WATCH US GROW

Tell us what you think

Got something to say about Shell World UK magazine? If so, please take part in our annual readers survey, which will be launched in April 2011, and tell us what you think.
The questionnaire has 11 multiple choice questions and should only take you about 5-10 minutes to complete. All readers are welcome to participate, regardless of whether or not you are a Shell employee. the details Launching on 4 April, the survey will run until 2 May 2011. If you are a subscriber, you should receive the questionnaire via an email but if you dont, you can still access it at www.shell.co.uk/shellworlduk. Winners will be selected at random at the beginning of June. The judges decision is final and no correspondence will be entered into. Winners will be contacted by email in June. We may also mention your name in a future issue of Shell World UK magazine, along with an article reporting back on the survey results.

five readers will win a 20 amazon voucher We know were asking you to give up your time and we want to make it worth your while. So, everyone taking part in the survey will be entered into a draw to win one of five 20 Amazon.co.uk vouchers.

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SHELL WORLD

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news in brief
duRinG tHE CoLd WEatHER in EuRoPE tHiS WintER, SHELL GaVE a HELPinG Hand to tHE uKS BuSiESt aiRPoRt.

Shell helps UKs busiest airport stay open in winter

The UK was blanketed with snow at one of the busiest times for air travel

During the cold weather in Europe this winter, Shell gave a helping hand to the UKs busiest airport, Heathrow, by supplying extra Monoethylene Glycol (MEG) to build stocks of de-icer during a period of prolonged bad weather.
The Department for Transport (DfT) made the request during the unusually cold winter period in December when the UK was blanketed with snow at one of the busiest times for air travel. Ethylene glycol (EG or just glycol) is an alcohol widely used as an automotive antifreeze. In its pure form its an odourless and colourless, syrupy liquid but its toxic so requires careful handling. Shells European
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Ethylene Oxide and Glycol (EOG) team does not normally provide MEG for use as a de-icer, so extra health and safety checks were required to ensure BAA, Heathrows operators, were able to use and dispose of the MEG safely. Kim Jooste, Commercial Manager EO/ Glycols EU/AF, said: We understood the situation at Heathrow very well and pulled out all the stops to provide the MEG and keep the airport open and operating. With this request, we had to check that the airport would dispose of the MEG safely after it had used it before we could supply, and luckily Heathrow has the correct drains and operational procedures to stop effluent getting into landfill. It is nice to know Shells MEG helped thousands more people to get home to their family and friends this Christmas.

It is nice to know Shells MEG helped thousands more people to get home to their family and friends this Christmas.
Kim JOOStE, COmmERCiaL maNagER EO/gLyCOLS Eu/af

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Election to the Society of Underwater Technology as a Fellow. (award in London on the 9th of December presented by Dr. Bob Allwood the Chief Executive of SUT)

The recent Award of Merit from the Aberdeen Branch of the SUT recognises Phills outstanding contributions to underwater technology.

Double award for Aberdeen subsea engineer

Shells Phill Roberts won a double-dose of plaudits from the Society for Underwater Technology (SUT) in December. His outstanding contribution to the underwater industry was recognised with a prestigious Award of Merit and he was also elected as a Fellow of the Society.
Phill began his underwater exploits almost 20 years ago in the Gannet field. Since then he has installed many kilometres of undersea pipes in the Pelican and Merlin fields and served on various Dive Support Vessels. He was also responsible for a number of industry innovations, including introducing the valves that are now widely used to isolate equipment while divers are working and finding ways to make subsea bolting operations safer and faster. Phill joined Shell in 2001 and is currently the Principal Subsea Engineer in the team responsible for decommissioning the Gravity Base Structure (GBS) storage cells in the Brent field. These concrete structures contain storage tanks and the ballast that anchors the platforms in place. One of the top priorities for the decommissioning process is to protect the marine environment and prevent any residue from the GBS escaping into the surrounding water. This involves carefully controlling the difference in pressure between the storage cells and the sea. [Im currently] attempting to cut a hole through 1.2 metres of storage cell concrete while maintaining a differential pressure using modified hot tap techniques, said Phill. The recent Award of Merit from the Aberdeen Branch of the SUT recognises Phills outstanding contributions to underwater technology, the underwater industry and his support for the aims and objectives of the Society. His election as a Fellow of the SUT reflects his considerable standing among his peers throughout the subsea sector.

Shell UK celebrates LGBT history month

February was Lesbian Gay Bisexual Transgender (LGBT) History Month in the UK and Shell joined external partners in celebrating the lives and achievements of LGBT people at events up and down the country.
Shell hosted events included a virtual webcast, hosted by VP Marine and Aviation, Sjoerd Post on Mentoring, various social and business presentation and networking events in Scotland and an event in Londons Shell Centre on Pink Adoption. People perform better when they can be themselves, according to LGBT advocacy group Stonewall. This is as true at work as it is anywhere else, which is a key reason why Shell nurtures diversity within the workforce. There are real business orientation at work. Discrimination was even enshrined in legislation, such as the notorious Section 28 that restricted any discussion of homosexuality in schools. British society has made a lot of progress towards eradicating discrimination against LGBT people in the past ten years but we still have a long way to go. In spite of such pressures, LGBT people continue to make a huge positive contribution to the wider community. They are in every walk of life, including technicians, engineers and business people, as well as friends and relatives. LGBT History Month is a chance for everyone to reflect on their experience.
For more information about the Shell LGBT Network UK, see sww.shell.com/uk/Lgbt

VP Shell Marine and Shell Aviation and LGBT Network Executive Sponsor, Sjoerd Post

advantages to diversity and inclusiveness, said Shells UK Chairman James Smith. A positive culture of inclusiveness leads to more energy, teamwork and creativity. Fear of bullying or ridicule used to mean that most LGBT people hid their sexual

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Delivering energy through innovation

PEtER VoSER BRouGHt in a nEW ERa oF CHanGE at SHELL aFtER BECoMinG CHiEF ExECutiVE oFFiCER 18 MontHS aGo. HERE HE LooKS BaCK on tHE aCHiEVEMEntS oF 2010 and aHEad to tHE CHaLLEnGES to CoME.

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Technology is opening doors to new business for us in some of the emerging countries, such as China.

What were the high points of 2010? 2010 was a good year in which Shell delivered on our operational and strategic goals. In the area of safety, for instance, we managed to sustain the trend of improvement of recent years. Our operational performance picked up. Weve achieved better results due to our sharper focus, in oil and gas production, on our refining margins and in our chemicals business. We also generated higher revenue and made good progress in our marketing activities and in the way we managed costs. Im very pleased with that and from what I see, people outside Shell recognise this progress too. Some of our major projects came on-stream and weve increased our portfolio options. But we mustnt become complacent. Theres still a lot to be done. One good year is no reason to think youve finished the job. At Shell, we must keep moving ahead, always. much of our investment is in increasing natural gas resources. is there really a gas revolution going on?

Add the potential of tight gas and shale gas in China and other countries, and the world has enough gas for 250 years at the current level of production. And of course, gas is the lowest-CO2 fossil fuel when it comes to power generation. Natural gas emits 50 to 70% less CO2 than coal per unit of electricity produced. So its the energy source that will allow most countries to meet their CO2-reduction targets in the most cost-effective way. Natural gas resources can be also developed at a cost which makes it affordable to the consumer. And dont forget that generating electricity with gas is much less capital intensive than coal or nuclear energy. Or take the comparison with offshore wind. That energy source requires three to four times more capital than gas even assuming all the technological improvements that still have to be achieved in the wind sector. you want Shell to be the worlds most competitive and innovative company. Has the reorganisation

that took effect on January 1, 2010, delivered what you expected? Im satisfied with where we are now, but the journey isnt over yet. We have made changes, picked up speed, and people are prepared to act differently. That doesnt mean weve already got where we want to be but to be honest I hadnt expected that within 12 months. That just isnt possible if you suddenly change ways of working that have been in place for years. A large multinational is like a supertanker: it takes some time before you can turn everything in the right direction. On my travels I meet many different people who are involved with Shell in some way, including our partners, our customers, our staff and the contractors who work for us. From all sides I often hear the comment that weve become faster and more effective. Just as I often hear that it has become clearer what Shell stands for, and what Shell says it will deliver. But Im still being told we have to go even further to get the best out of our business. We must address that. and innovation is important if we are to go that extra step?

drilling for tightly trapped gas in Groundbirch, Canada

Employees at the Shell technology Centre, amsterdam

Yes, absolutely. I talk about the three As: natural gas is abundant, acceptable and affordable. From 2012 Shell will be producing more gas than oil. In North America gas reserves are now enough to last for the next 100 years, thanks to new discoveries of gas trapped in dense rock tight gas and new production techniques. Two or three years ago we were assuming that reserves were declining in that region.

One good year is no reason to think youve finished the job. At Shell, we must keep moving ahead, always.

Innovation is vital for a company like Shell. Were good at it, and I think our partners and others see us as the energy company that drives technology the most. But we must continue to drive our success in this area even further. Technology is opening doors to new business for us in some of the emerging countries, such as China. Weve become more open to co-operation with partners you
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DELivERiNg ENERgy tHROugH iNNOvatiON

wouldnt immediately expect of an energy company, increasingly bringing third-party knowledge into our technology and innovation. You can already see the first successes of this. For example, weve recently concluded an agreement with the Massachusetts Institute of Technology for developing new sustainable energy technologies. Were now top of the list of innovative companies in our industry based on technology strength and the patents we hold, according to the Patent Scorecard published recently in the Wall Street Journal. This suggests that our strategy is making a real impact. Our approach to innovation is putting us on the right path for the long-term. the bP Deepwater Horizon oil rig accident in the gulf of mexico was the biggest disaster involving the energy industry for some years. Could this have happened to Shell? First and foremost, this was a very tragic event. We should reflect on the 11 people who died in that disaster.

procedures, we would have done it differently. What obviously didnt work well was the combatting of the oil spill. As a result, we and three other companies have decided to build an oil spill containment system in the USA that will cost $1 billion. Undeniably, the Macondo incident has greatly harmed the oil industrys reputation. Our ability to drill in deep water has been questioned, and thats a serious matter. Nonetheless I believe that the energy sector has proved in the past that it can learn from incidents. This will help us to regain our credibility. So Im convinced that Shell will continue to prove itself as a deep-water operator. We have to, because thats where many of the new resources are to be found that well need to meet the demand for oil. The disaster and the following moratorium on operations have cost us over $100 million so far. This reflects some loss of production but mainly our decision to keep the drilling rigs in the Gulf and continue to pay peoples salaries. I think that was the right thing to do.

I feel encouraged by the support the Shell companies in Nigeria get from the local people in Nigeria and from people outside Shell who have actually been there. Thats what convinces me theyre on the right track. But Nigeria, especially the Niger Delta, remains a challenging operational environment. We must continue to tell the story honestly. The Shell Petroleum Development Company of Nigeria Limited (SPDC) calculates that 98% of the oil spills in Nigeria in 2009 involving the joint venture it operates were due to sabotage and theft damage. Whatever the cause of the spill, SPDC is cleaning up the sites that it can access. But it can only do so if its safe for its people and theyre allowed in by the local community. and to another country with huge problems: arent the risks of operating in iraq enormous? For Iraq to become a stable society, the development of its oil industry is vital. From that point of view, the Iraqi government has invited national and international oil

Building the worlds largest gas-to-liquids plant, Pearl GtL, in Qatar

Leipziger Land, Solar Powerplant, Germany 2010

the BP deepwater Horizon accident a worker decontaminating. image courtesy of BPs website

The question then is what we can learn from what went wrong both in the accident and with the subsequent environmental impact. Were studying this as closely as we can. So far this has only led to minor adjustments of our safety and technical procedures because of the high standards that were already in place within Shell. Im proud of that. As far as the drilling is concerned, given our technical standards and safety
9 SHELL WORLD

as a result of the gulf of mexico incident, Shells record on oil spills in Nigeria came under renewed scrutiny. Will Nigeria ever be a success story for Shell? The operations of Shell companies in Nigeria are an important part of the portfolio and they are determined to keep improving their business there. Over the past year weve seen good progress in security and increased production.

companies to play a role in the development of the sector. We have carefully analysed all the risks and have decided that we can bring in our capital, people and know-how to drive the development of one of the biggest oil fields in the world, Majnoon. We have also negotiated the contract to form a joint venture with the South Gas Company to capture gas from oil fields near

UK

Weve achieved better results due to our sharper focus, in oil and gas production, on our refining margins and in our chemicals business.
Basra when this gets under way it will reduce flaring in a big way and help local power generation because some of this gas will be used to produce electricity. Were awaiting final approval of this contract. But that hasnt stopped us from going ahead and taking steps to help reduce flaring in these fields by 20% already. turning to the global environment, is climate change still high on the agenda for Shell? Or are we too focused on stepping up delivery for today? The way I see it is that whereas much of the world is still drawing up plans, we have taken the step of doing what we can today to make a difference. That means producing more natural gas, focusing on biofuels, helping to develop carbon capture and storage (CCS) technology and trying to improve energy efficiency in our operations. Were also helping our customers use less energy through more efficient fuels and lubricants. Doing all this is how we can best contribute to building a more sustainable energy system in the with a number of projects that will help develop the technology. I have high hopes for our Quest CCS project in Canada that is expected to be able to store over a million tonnes of CO2 a year from our oil sands operations there. I think it would be good for both Shell and the Canadian government if this project goes ahead. For CCS projects to go ahead in many other parts of the world, government support will be vital. But we have some concerns about the impact of government financial cutbacks on environmental measures and CCS. Does the challenge of cost you referred to spell the end for Shells wind activities? No, it does not. We have a number of wind-energy projects in the USA and there are new projects we could develop in the longer term. Renewable energy will play an increasing role in the worlds energy mix in the coming decades. Solar and wind power will be further developed, I have no doubts about that. But because wind and solar cant abandoning investment in advanced biofuels? The Cosan deal is a big step forward for us. It will increase our know-how of ethanol produced from sugar cane. Well apply this on the Brazilian market first, and eventually in export markets as well. But were still involved in many partnerships to develop advanced biofuels. In fact, we believe two advanced processes that were developing with Iogen and Codexis could benefit from the insights well gain from the joint venture with Cosan. Theyre part of the deal. Of course, in time we may have to decide that some advanced techniques wont achieve commercial scale in the future. Thats always the risk when you put your money on a number of different options. Not all of them will get to the finishing line. So its been a pretty successful year. What excites you most about the year to come? What is happening in Qatar excites me a great deal. Theres Pearl GTL, where we will convert natural gas to cleaner-burning products including diesel. Its a complex and

athabasca, Canada, 2010

Shell in nigeria

Biofuels, Cosan, Brazil, 2010

future, while at the same time helping to meet energy demand. In our view, biofuels are the most commercially realistic way to reduce CO2 in the transport fuels sector in the coming years. Another choice we have made is for natural gas in conjunction with CCS. Were not only advocating CCS but delivering on it through our involvement

guarantee a constant energy supply, there has to be a back-up energy source. Natural gas is ideal for that. I see gas-generated power with renewables as the perfect combined package for the future. Does the proposed joint venture with Cosan, the brazilian producer of ethanol from sugar cane the lowest-CO2 biofuel mean Shell is

gigantic plant, a marvellous piece of Shell design and engineering. Well be starting it up in 2011, but its complexity means this will be very challenging. Then theres Qatargas4, the LNG plant in which we are partners. These are excellent examples of how Shells technology and know-how, combined with our ability to work with partners, can help deliver much-needed cleaner energy and products to our customers.
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setting the standard

Shipping is essential to the oil and gas industry. It plays a vital role in connecting upstream exploration and production with downstream refining, marketing and distribution, linking producers with customers and enabling trade between nations. Shell operates a full-service shipping division, using unparalleled experience and expertise to create value for Shell, its partners and customers. Here, Shell World UK looks at one aspect of the business: the management and operation of an oil and gas fleet.

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For many outside the industry, Shell is an oil company. However, the Shell group of companies actually started life as a trading and shipping enterprise in the late 1800s, when the Samuel brothers commissioned a state of the art tanker to help them capitalise on the growing market for oil in the Far East.
Shell has maintained a strong maritime presence ever since and today, Shell Shipping a division of the global Shell Trading Network is an industry leader. Shipping has a highly strategic role in Shell and our work supports many of the Groups success stories, explains Shell Shipping Vice President, Jan Kopernicki. For example, in the technical and commercial aspects of the liquefied natural gas (LNG) business and in the marine elements of floating production and storage systems. Shipping also ensures the Trading organisation delivers safely on its contracts. In addition, we safeguard Shells standards and reputation on everything from maritime safety and environment through to emergency response management. And as the designated Maritime Centre of Excellence for Shell, we also carry out audits as a governance assurance process for all Group businesses that have exposure to maritime activities and shipping. Shell Shipping also maintains a substantial stake in the traditional marine activity: operating a commercial fleet.

meeting energy demand The Shell-managed fleet comprises 74 ships and approximately 3,500 seafarers. It ships crude oil, chemicals, oil products, liquefied natural gas (LNG) and liquefied petroleum gas (LPG) across all the worlds energy trade routes. The LNG and LPG fleet under Shells management totals 56 vessels, making it the largest in the world. Shell Shipping supports Shell businesses in the commercial aspects of transporting energy by sea. John Krousouloudis is General Manager for Ship Management. I oversee everything across our six fleet groups, and part of that is continual contact with our customers we have regular meetings with stakeholders and customers in Nigeria, Qatar, Brunei and Australia, says John. In addition, we look after the Shell-owned oil fleet tankers, which operate mostly under Shell Trading, as well as vessels that serve Shell Downstream Australia. flawless execution A big part of the vessel management process is managing risk and pushing for higher standards in shipping, particularly when it comes to safety. Our top priorities are safety, reliability and cost performance, says John. Our watchwords are flawless execution and thats what we strive for. In order for Shell to push for higher standards of shipping around the world, we have to set a great example with the ships we manage ourselves. Our team ashore and on the ships is absolutely key to our success. Phil Lewthwaite, Fleet Manager of the Brunei project, achieves very exacting standards indeed. We supply customers from Japan and Korea with LNG and our receivers

expect every cargo to be delivered on schedule, without incident, he says. One of the impressive statistics from this fleet is that last year, we operated at 99.98 per cent reliability. We also avoided any injuries on board our ships.

Shipping has a highly strategic role in Shell and our work supports many of the Groups success stories.
Shell is not new to the region and has operated ships out of Brunei since 1972; at the end of the first quarter of 2011, the company celebrates the delivery of its 6,000th cargo. Erick Weston, Fleet Manager for the Nigeria Project, oversees the nine ships Shell manages that transport LNG from Africa to the US, Europe and Asia, in addition to Shell-owned

Fleet operations
The ship management division is made up of six fleets. Four are based in London, managing oil tankers, LNG carriers including the fleet that ships gas from Nigeria and two Nakilat LNG fleet groups operated on behalf of Qatar Gas Transport Company (Nakilat). There is also an LNG fleet based in Perth, Australia, that serves the North West Shelf Project and an LNG fleet group based in Japan that manages the ships that export gas from Brunei. The fleet support group and Health & Safety department are also based in London. Some of the ships are Shell-owned, while the large majority are operated on behalf of joint venture partners.

The Northwest Seaeagle

Jan Kopernicki, Vice President Shipping

John Krousouloudis, General Manager, Ship Management

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SEttiNg tHE StaNDaRD

LNG carriers that trade worldwide. Erick and his peers in the fleet management leadership team go over the operational performance of the whole fleet three times a week. My own fleet group then has a meeting once a week in which we go through all our individual safety and operational statistics, he explains. Communication is key, but the difference in ship management is that we are communicating with a remote team. Your captain, chief engineer and the rest of the staff are thousands of miles away from you. With modern methods it is a lot easier when I first went to sea it was telex and that was it! High-tech vessels Technology on ships has certainly changed over the years nobody knows that better than Phil Williams, Fleet Manager for the

Nakilat project. Compared to standard oil ships, coming aboard one of the new ships in the Nakilat fleet is like walking onto the Starship Enterprise, he says. Nakilat has been the big story for Shell Shipping over the past few years. In early 2006, Qatargas Transport Company (Nakilat) approached Shell with the view to creating a partnership that would help

One of the impressive statistics from this fleet is that last year, we operated at 99.98 per cent reliability.

Nakilat achieve its vision of being the worlds leading owner and operator of LNG vessels and associated product carriers. By November 2006, Shell had been appointed and work began on what has been quoted as the largest commercial shipping expansion since Word War II. Shell was tasked with managing and operating 25 LNG carriers, part of the largest fleet on the planet, and four LPG carriers. This includes all of the 14 Qmax LNG carriers (largest LNG carriers in the world) now in operation. The first vessel entered service in 2008. The ships have got about two-and-a-half times the machinery that a conventional tanker has, says Phil. The sheer scale and complexity of these vessels has been a real challenge for the crews.

combating piracy
Modern day pirates are becoming increasingly dangerous they are often armed with rocket propelled grenades and take hostages in return for ransom. For crews manning the Shell shipping fleet in the Gulf of Aden off the north east coast of Somalia, modern piracy is a real danger they face every day. Attacks on ships are increasing in number and in levels of violence, and, perhaps most disturbingly, showing signs of more sophisticated organisation behind the scenes. The stakes are high 12 per cent of the worlds crude oil passes through the Gulf each year. Somalia has been a failed state since 1991 when the government was overthrown by the rebels of the United Somali Congress. Large numbers of young Somali men are unemployed and turn to piracy, predominantly ex-militia or local fishermen. The temptation to waylay an oil tanker by force in return for a hefty ransom payment is huge. Shell Shipping is vigilant when it comes to protecting its employees and vessels from piracy. A major step to protect its fleet has come through ship hardening; concertinaed rolls of razor wire are used to protect potential access areas and on a Very Large Crude Carrier (VLCC) this can equate to 700 metres of wire. It has proven to be an effective deterrent. Water cannons have also been introduced and anti-shatter film on ship windows. The crews safety is paramount which is why preventing attacks from pirates is one of Shippings biggest priorities. In addition to these measures, Shell Vice President Shipping, Jan Kopernicki, recently made an urgent call for governments to authorise naval forces to intervene, amid escalating and brutal pirate attacks in the Indian Ocean region. The world has now changed, said Mr Kopernicki on 24 January 2011. The message we in industry are giving

Pirates are industrialising. They talk about their investors. This is a business thats going on.
JaN KOPERNiCKi, viCE PRESiDENt SHiPPiNg

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Compared to standard oil ships, coming aboard one of the new ships in the Nakilat fleet is like walking onto the Starship Enterprise.
PHiL WiLLiamS, fLEEt maNagER fOR tHE NaKiLat PROJECt

Recruitment push Cue one of the biggest recruitment and training drives Shell Shipping has ever seen. Analysis indicated the project would need around 635 officers and 600 ratings. We put in place crew members with years of experience on conventional oil tankers, so in addition to making the transition to operating an LNG vessel, there was also a step change in the amount of technology they had to deal with. We therefore had to make a substantial investment in crew training and development. Critical to success was the clear vision of Nakilat and its willingness to allow Shell to develop a training and manning programme that would draw in full upon the Groups unique experience and capabilities. Nakilat also played a key

role in supporting Shipping throughout the implementation and operational phases. Under the 25-year deal with Qatargas, full operational management of the ships will be transferred to Nakilat between 2018 and 2022. Handing over management in this way is not unique to this project. Knowledge Transfer Agreements are an important part of our business model, explains Phil Lewthwaite. They add value to the company and enable people in the countries with which we partner to develop the required expertise. Weve attracted business purely because countries know weve got the ability to develop people and prepare them to manage the operations themselves. Thats one of the key strategic differentiators for our business: there are not many other shipping companies that are prepared to share their operational knowledge and experience in such depth. A Knowledge Transfer project has been under way in Brunei for some years. But we are about to go through one of the biggest changes in the history of the project, says Phil. We have always been based in Japan, but we are now about to relocate the ship management business to Brunei, to assist with the Bruneianisation programme devised by the government to ensure the involvement of Bruneian nationals in all aspects of the oil and gas industry. Erick is in a similar position. The Nigerian nationalisation process started in 1990-91, he says. In June this year, there will be a partial handover of management. Four ships will come under the Nigerian organisations document of compliance. Then around a year after that, there will be a further handover. All three fleet managers speak of exciting times for their areas of the business. I get a huge amount of job satisfaction, thats why Ive been at it for so long, laughs Erick. Erick, Phil Williams and Phil Lewthwaite have spent their entire careers, each
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to governments and I stress its governments, as the military know what they have to do is that you have to address the motherships now Pirates are industrialising. They talk about their investors. This is a business thats going on. Somali pirates have a fleet of around 20 motherships, many of them captured vessels, allowing them to operate at long range and in bad weather. Unless action is taken over the next few months, we believe the pirates will take more and more ships and become more powerful, said Mr. Kopernicki. However, we all recognise the ships are a sensitive target with hostages on board. Its extremely delicate and difficult.

spanning nearly 30 years, with Shell, coming up through the ranks on the ships to reach management level on shore. Its obvious that people in shipping love what they do. John Krousouloudis sums up what its like to work for this part of the business. Its very exciting, dynamic and rewarding. Its a 24:7 type of business. The ships never stop, from the day they are built to the day they are retired, which may be 20-30 years. And if something happens, we must always be ready to handle it.

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people & environment

a nEW tRaininG tECHniQuE tHat FoCuSES on HuMan BEHaViouRS HaS CHanGEd tHE Way StaFF tHinK aBout SaFEty.

tricks of the mind

SHELL NORTHERN SYSTEMS AND PLANTS IS A GROUP OF GAS PLANTS IN SCOTLAND

When Mark Wildon joined the plants as operations and maintenance manager in 2010, he wanted to get to the bottom of how people thought about safety in the work environment.
I realised that it wasnt actually the work people were doing that was the cause of injuries and it wasnt an issue with our systems or processes either; it was down to human behavior, he says. the background In addition to the everyday work carried out at the plants, there is currently a 365 million rejuvenation project underway to extend their life to 2021 and beyond. Katie Whittle is the project manager in charge of the whole operation. The plants have largely remained operational throughout the rejuvenation work, she says. We hadnt had any injuries for a long time but then, in the early part of 2010, we unfortunately had several. A consultant from a company called MindSafety ran a number of training

sessions for groups in August that seem to have changed the way people at Northern Systems view safety. Clive Ganczarski, Wood Group Engineerings Integrated Services Contract Manager, takes safety very seriously:

Its about taking immediate corrective action if you see something unsafe, deal with it there and then.
MindSafety explain that people can only store seven bits of information, plus or minus two, at any one time. We have to think about what this means in terms of safety, says Clive. These techniques give you the tools to combat human fallibilities. Its practical advice on how we can improve. Really, its about changing how people see safety, so that they feel positive about protecting themselves, their environment and their work. Alex Baird, Plant Installation Manager for the Fife NGL plant, is another convert to the new way of thinking. I admit I had some reservations about a consultant coming in and

tHE St. fERguS gaS PLaNt WHERE tHE Main oFFSHoRE GaS PiPELinES CoME in tHE fifE NgL PLaNt bRaEfOOt bay SHiPPiNg tERmiNaL

b C

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These techniques give you the tools to combat human fallibilities. Its practical advice on how we can improve.
CLivE gaNCzaRSKi, WOOD gROuP ENgiNEERiNgS iNtEgRatED SERviCES CONtRaCt maNagER

fuN aND gamES

Shell contractor Tebodin has also given safety awareness a new slant. Last October, during an international company safety day, employees across its nine offices in The Netherlands played the QHSE Safety Awareness game a board game similar to Monopoly. Four to eight players each roll a dice and, depending on where they land, draw a chance or a risk card. These cards are based on real life experiences and lessons learned on projects from all over the world in our network, explains Andre van Drunen, Tebodin Office Director. The cards present a case and and four possible answers to choose from. Based on the answer you pick, you get a score on Safety, Quality, Time, Budget and Environment. These scores have no importance, because the philosophy is that there are no winners. The idea behind the game is that the players discuss the cases. We wanted to raise awareness of the choices people make. We are a consulting and engineering company and many of our colleagues are not confronted with construction activities on a day-to-day basis, so we wanted to highlight how the choices you make during the engineering process will or can affect the execution. An associated benefit is that colleagues share their experience and knowledge. The game was successful: People enjoy it a lot, says Andre, because its not something thats pushed down from above or telling people off.
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negatives or statistics instead of the practical stuff. The workforce has seen a change in me. The focus now is on looking after each other and focusing on the positive aspects of safe performance. Staff are trained as safety coaches and volunteer to keep the message alive; the response has been positive. I also get out there and demonstrate the leadership of this, says Alex. But its the Safety Coaches themselves, and their road map, that are the real driving force behind this initiative. Were not going to tick boxes and be finished in a month. This new way of thinking is an ongoing journey. The safety journey has had a positive effect on peoples personal lives, too. Its changed the way I help my daughter learn the piano, laughs Katie. I dont say to her it must be done by this time anymore. We have a positive discussion before we start and agree on what were going to try and get to.
Alex Baird (middle), Plant Installation Manager

Mark Wildon, Operations and Maintenance Manager

Katie Whittle, Project Manager

telling us about safety, says Alex, whos been at Shell for 25 years. But weve learned interesting new insights, especially about how to compensate for forgetting things. Its about taking immediate corrective action if you see something unsafe, deal with it there and then rather than report it later. Too often in safety, we focus on the

Mark has also found himself thinking about safety differently. Business safety responsibilities are not so dissimilar to family ones. I need to keep my staff safe in the same way that I need to keep my children safe. Its not acceptable to just think of safety as a priority, it really is something much more fundamental than that. Its about how you value and respect human beings.

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the energy challenge

dR. daVid CLaRKE ExPLainS tHE WoRK oF tHE EnERGy tECHnoLoGiES inStitutE and tHE RoLE CoMPaniES SuCH aS SHELL PLay in itS PRoJECtS.

engineering

a new energy future

dr. david Clarke

...by 2050 we will have effectively renewed the entire energy system in the uK since the start of the century.

the Energy technologies institute is a public private partnership between the uK government and six private companies (Shell, Caterpillar, bP, EDf energy E.on and Rolls Royce). it was established in 2007 with a view to speeding up the development and demonstration of new energy technologies to ultimately achieve affordable, sustainable and low-carbon supplies of energy for the future.

Did your previous job prepare you for your role as CEO of the Eti? At Rolls-Royce, I looked after technology planning for the aerospace, energy and marine areas of its business, including how to transition technology from science into products for the company. What I do for the ETI is essentially the same question, but in a much broader context. Eti bridges the gap between laboratory proven technology and full-scale commercially tested systems was does this mean in practice? We try and take some of that lab scale technology and find the right companies, usually big, industrial companies like Shell,

who can help us to actually demonstrate it and put it into practice. To do that requires a particular set of skills around engineering, design, development, and supply chain management, so you need a big company with experience in those areas. Take, for example, what were doing around Carbon Capture and Storage (CCS), in our work mapping potential reservoirs for CO2 around the UK. It will give the UK the first definitive map of where we can put CO2 and, critically, the quality of those stores. Thats taking risk out for long-term investors by creating a map that the industry needs, a new national asset for the UK. Were working very closely with Shell in the whole area of CCS both in CO2 separation

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In projects where Shell is working closely with us, they bring expertise in technical areas such as geology, chemical processing and deep sea marine engineering, as well as long-term scenario planning for instance.

technologies and in storage. We are also working on the potential for mineralisation of CO2, so rather than storing it underground as a gas, were looking at the potential for converting it into a mineral which could then be used as hardcore for road building. So Shell brings more to the Eti than just financial investment? Many of the new, innovative ideas are from universities and SMEs - but they dont have the experience of how you actually manage big development projects. The ETI members, including Shell, bring us those skills. In projects where Shell is working closely with us, they bring expertise in technical areas such as geology, chemical processing and deep sea marine engineering, as well as long-term scenario planning for instance. Its not just about bringing finance its also about leading with skills and expertise. Did you have any preconceived ideas about what could be done with technology to mitigate carbon emissions before you became CEO of the Eti? I had some clear ideas around what was likely to be possible from a CO2 emission reduction point of view using renewable energy generation, around efficiency improvements and around various aspects of integrated energy systems, including power generation with CCS and energy storage. But one of the surprises for me was how we use energy as heat. Heat accounts for around 40 per cent of UK energy use and the vast majority of that is in the form of heating buildings, in particular domestic houses. There are over 20 million domestic gas boilers in the UK. These are difficult things to change easily, because you actually have to go into peoples homes on a mass scale. is it a question of raising awareness amongst the public? Its a real challenge because if you look at what we actually want to deliver for the future, its a more sustainable, more secure

and more affordable energy system for people and businesses. The biggest challenge we have is the affordability side. In the current economic climate people are looking for ways to reduce their energy cost and I think thats actually an opportunity weve got to make the most of. Theres no doubt people will be motivated by CO2

has made big strides over the last five years towards the 2020 targets. Efficiency of energy use is crucial. And in many cases its the quickest and easiest thing to do insulating buildings, installing better ventilation control of buildings and better energy management of buildings. In terms of heat in your house, we need systems that deliver heat where we want it and when we want it. Most people will want an invisible control system that does this for them and thats quite a technical challenge. Along with efficiency of energy use in transport, energy efficiency in the home will make a real difference and with energy prices rising it saves us all money as well. are you an optimist about the future? Im an engineer so I take a balanced view! Im optimistic about what could be achieved but Ill then take a very pessimistic approach to planning how we are going to get there. as an engineer it must be very exciting? Thats why Im doing this job! If you look at the scale of change we are making in the UK in our energy system by 2050 we will have effectively renewed the entire energy system in the UK since the start of the century. Its a thirty plus year renewal of the energy system and its not just renewing it, its taking it in an entirely new direction. From an engineering point of view its truly a once in a generation opportunity to be involved in. Its pretty exciting.
To find out more about the ETI visit www.eti.co.uk

We will give the UK the first definitive map of where we can put CO2 and, critically, the quality of those stores.
savings but we have to recognise a financial saving is a more immediate need for most consumers. Our challenge is to deliver new solutions that keep costs down whilst delivering emissions benefits. Can you give us an example of what you are doing to deliver more affordable energy? The ETI has been running for three years and over that time weve invested about 10 million into design studies around offshore wind generation. We set out to find if there is a more affordable solution for offshore wind turbines today are delivering electricity at something like 12-15 pence per kilowatthour; in our work we can see designs that we are now looking to develop and demonstrate, which can deliver electricity at more like 9-12 pence per kilowatt-hour, up to 25% cheaper. And thats very much the focus for the ETI how can we deliver sustainable, secure energy but more affordably. Will the uK reach its targets for greenhouse gas emission by 2020 and 2050? Its extremely difficult but its just possible. Thats kind of hedging bets but I think the UK

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choosing Shell
SMaRtER MoBiLity iS onE oF SHELLS MoSt RECEnt ContRiButionS to tHE PuBLiC dEBatE aRound SoLutionS to tHE EnERGy CHaLLEnGE.

a smart move
By the middle of this century, the number of cars on the road worldwide will rise from the 900 million there are today to 2 billion. This not only presents an economic challenge but a considerable environmental one too.
As a market leader with a hundred-year history of innovation in fuels and lubricants, Shell is well-placed to add its voice to the sustainability debate and last year, launched Smarter Mobility, a new approach aimed at speeding up the global shift to cleaner, more energy efficient transport. Through three key initiatives; smarter products, smarter use and smarter infrastructure, Smarter Mobility is all about how Shell can help customers become more efficient today. It is a key element in Shells response to the current and future realities facing the world in terms of transport. The debate about the environment and sustainability has been going on for some years, says Executive Vice President of Shells global Retail business John Bullock. But at some point, youve got to move the debate on and try and define some solutions. Action is key. By 2050, there will be more than 9 billion people in the world, with the biggest population increases predicted in Asia. Mega cities will develop in that part of the world, as people in agricultural areas migrate to the cities. More people mean more demand for transport and if cities, and consequently economies, are to function, people and goods need to be able to get around. Mobility is not discretionary, it is a need.
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More than 200,000 drivers globally have used the Shell FuelSave online training tool

Population will grow, numbers of vehicles will grow and miles driven will grow, says John. On the one hand, this is a very exciting opportunity for people living in developing countries, plus its an opportunity for those of us who run businesses that deal with the transportation sector, but from an environmental point of view its a big challenge. Socially and politically, you cant say to nations, in particular developing ones, you cant grow, continues John, There have to be certain mitigating factors put into place that can work through big partnerships. One government or one company cant cope with it alone. John believes that there will be a mosaic of solutions to cope with the growth in transport needs, with different answers emerging depending on where you are in the world. Different types of solution may work better in different places, he says. You can imagine, for example, that in a large mega city, electric or fuel cell vehicles might be used for central commuting or movement of goods, to reduce traffic-generated pollution around large city centres. Youd have the appropriate energy infrastructure there, adequate to support recharging electric vehicles within a given geography. Thats quite different to putting together transportation infrastructure for commercial routes or rural areas.

Cars on the road are set to rise to 2 billion in the next 50 years

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The debate about the environment and sustainability has been going on for some years, but at some point, youve got to move the debate on and try and define some solutions.
JOHN buLLOCK, ExECutivE viCE PRESiDENt Of SHELLS gLObaL REtaiL buSiNESS

But as John says, at some point you have to stop talking hypothetically. Some countries are already making changes. For example, in Brazil, ethanol is well established as a transportation fuel. China is exploring an electric vehicle infrastructure. And hydrogen still holds promise for the future and is being closely studied in Germany, amongst other countries. Shell already offers automotive products capable of delivering increased efficiency in many countries. Shell FuelSave, for example, can help customers save up to a litre per tank at no extra cost with every fill on the basis of a 50-litre tank1. Since its launch almost two years ago, it has helped save more than 350 million litres of fuel across ten countries, including the UK. Shell also develops a range of advanced lubricants for improved efficiency. Products are only part of the equation how we use them is also important. As part of its smarter use approach, Shell offers fuel economy driving advice to customers. 200,000 people globally have completed its online training designed to help save fuel and money as part of the Shell FuelSave driver education programme.

Another Shell initiative linked to smarter use is the Shell Eco-marathon, an educational project with a 25-year history, where students from around the world design and build the most fuel efficient car possible. It challenges the engineers and designers of the future to come up with solutions today. See the next page to meet this years UK teams.

our willingness to engage in discussion about how to reduce energy usage. Its not something customers and governments are used to an oil company talking about how you can use less energy. One of the defining factors of Smarter Mobility is this idea of turning the traditional view of an oil company on its head. There is a potential for Shell to act as a catalyst for change. This is not spin: theres a real business imperative behind it. I feel proud that Shell, unlike many large companies, has been prepared to stand up and be counted around climate change. Our CEO Peter Voser uses a term - Powering Progress Together and I think it fits perfectly with what we are trying to do around Smarter Mobility. Its saying were not alone in this game weve got to partner and engage with others, with our customers and stakeholders on many levels, to ensure that we try and align people behind common goals. Shell will continue to innovate and offer choices for improved transport energy use and performance. And, as each growing market evaluates its own set of mobility challenges, you will hear more from Shell on tangible solutions and technical leadership. Whats important is that were not waiting around for perfect answers, were trying to bring solutions to the market, to engage in the debate and encourage others to do the same. We are spending millions of dollars investing in research into new products which will help produce less CO2, and if we continue to push this idea that it isnt just about the products but how they are used, and about the infrastructure within which they are used, there will be better end-to-end solutions. Both for Shell and its customers. www.shell.co.uk/fuelsave
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I feel proud that Shell, unlike many large companies, has been prepared to stand up and be counted around climate change.
Shell is also working on smarter infrastructure and has a number of warm mix road surfacing technologies that enable roads to be laid at lower temperatures, saving energy and reducing emissions. Compared to conventional methods, our bitumen can reduce energy usage by 25-30 per cent, says John. That kind of product demonstrates our technological abilities as a company but also

One of the student cars, racing in last years Shell Eco-marathon Europe
1

Based on a minimum tank size and fill up of 50 litres. Comparison between a standard gasoline and that same standard gasoline containing our instantaneous fuel economy formula; urban cycle comparison between a standard diesel and that same standard diesel containing our instantaneous fuel economy formula. actual savings may vary according to vehicle, driving conditions and driving style.

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technology & innovation

tHE SHELL ECo-MaRatHon CHaLLEnGES StudEntS to dESiGn tHE MoSt FuEL-EFFiCiEnt VEHiCLES PoSSiBLE WE MEEt tHE tHREE uK tEaMS.

2011

In May this year, students from all over Europe will be making their way to the Eurospeedway Lausitz in Germany to take part in the Shell Eco-marathon and see who can drive the furthest on the least amount of fuel.
The Shell Eco-marathon can trace its roots back to 1939 and a bet between scientists at a Shell research facility in Illinois, America, as to who could drive their own car the furthest on a gallon of fuel. The winner managed a little over 21km. In 1985, Shell established the Shell Eco-marathon as a way to inspire students to explore fuel efficiency, alternative energies and sustainable mobility. Today, competitions take place in America, Europe and Asia and showcase two types of vehicles: Prototypes (streamlined vehicles where the primary design consideration is reducing friction and maximizing efficiency) and Urban Concepts (vehicles designed and built to road-worthy specifications). Either conventional fuels or alternative energy sources can be used to power the vehicles. This year, three UK teams will be taking part. Each has high hopes that their vehicle has got what it takes to triumph

This year, we wanted to imagine life in future, urban mega cities.

iaN SLEEmaN, tEam maNagER, HyDRO gENERatiON
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Students working on their Shell Eco-marathon cars

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tEaM LPBS
LaNgLEy PaRK SCHOOL fOR bOyS, bECKENHam
VEHiCLE: A PROTOTYPE FUELLED BY GASOLINE, CALLED INVICTUS SPIRIT oF LANGLEY

HydRo GEnERation
aStON uNivERSity biRmiNgHam
VEHiCLE: AN URBAN CONCEPT CAR FUELLED BY A HYDROGEN FUEL CELL, CALLED HYDRo PoD

BCu RaCinG
biRmiNgHam City uNivERSity
VEHiCLE: A PROTOTYPE FUELLED BY SHELL 95 UNLEADED, CALLED MATILDA

This south London school first entered the Shell Eco-marathon Youth Challenge in 2006 and achieved 400 miles/644 kilometres per gallon. Teams from the school have entered before and bettered their performance, so expectations are running high for this years entry. Phil Smith, Head of Engineering at the school and the team manager explains how the car has evolved.Were not messing around with the engine: weve used Shell gasoline in Honda engines before very successfully. The Shell fuel weve used previously has been fantastic. But we are changing our materials completely. Before, we modified a recumbent bicycle and stuck bits to it; this time were actually making a composite framework. The car is about 40 kilos lighter than our previous cars. The 14 students in the team are a mixed group taking A Level engineering; both the girls and boys are passionate about taking part in the event. The whole Shell Eco-marathon process is their final project. Its been a fantastic learning curve for us as teachers as well as the students. The responsibility the students have taken on is quite amazing. The centre chassis is the main part we have and everything else has to fit onto that, so they are sharing drawings and working together. Its generated a lot of excitement. Its also led to STEM (science, technology, engineering and mathematics) sessions after school for the younger students. Weve had them designing bodywork and looking at car design, its been really good. The year 12s and 13s have even been running the after school clubs with us. Being involved has meant a lot to the school, and to parents and children whove taken part.

Aston University has taken part in the Shell Eco-marathon before, but the 10 students that make up this years team are all new to the competition. We felt last year that our car was too much like a big cart, says Ian Sleeman, team manager. This year, we wanted to imagine life in future, urban mega cities. Rules in the Shell Eco-marathon competition are deliberately kept to a minimum to foster creativity - something that works for Hydro Generation. Weve using completely different materials. Were keen to make sure we consider the lifecycle of what we use the sustainability of it so we are using marine plywood, because it is very lightweight and has good recyclability properties. Were using bamboo as a structural sub-frame and some of the more decorative features its a fast growing material so its good from that perspective. The group really let their imaginations run wild in the first few weeks of design, consolidating their flights of fancy into their three best workable ideas later. We progressed with them for two to three weeks until we got to a point where we had to consider the real world; the practicalities, budget, knowledge and so on. Then we honed in and started the engineering work. The team are already laying the foundations for future entries by involving younger students, so that when they enter themselves, they will have a knowledge base already. That wont dampen the spirit of healthy competition, though. The fact that teams from the university have entered before definitely adds another element to the competition, says Ian. We definitely want to do better!

Birmingham City University, a newcomer to the competition, is following a recycled theme, which informed their choice of vehicle and fuel. We wanted to use engines we already owned to lower our costs, explains team manager Lizz Madden. We already had a couple of petrol engines and it would have taken a lot of time to convert them. Everyone on the BCU team is a motorsport technology student. Their course director David Jones entered the team and started the students off pitted against each other in two groups, each creating a prototype vehicle from what was available off their garage shelves. The best from each car was then honed down into one idea. It definitely spurred us on, although there was no adversity, says Lizz. In fact, BCU sounds like a very democratic team. There were a few people who wanted to go for the position of driver so we pulled names out of the hat; and I was picked as team manager after the decision went to the vote. The experience has been a positive one for Lizz and her teammates. Its bringing out new skills in people, she says. Weve really learnt how to work as a team. There are a couple of guys who dont have an engineering background and they are learning the theory as we go along. In fact, were all learning so much and therell be more to learn at the event itself.
To find out more about Shell Eco-marathon, please visit:
www.shell.com/ecomarathon

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shell in the community

HoW SHELL HaS SEaRCHEd out younG EntREPREnEuRS tHat aRE REaL LiVEWiRES.

rising
The BBCs Dragons Den may be the ubiquitous face of budding entrepreneurship these days, but for years Shell has been championing young entrepreneurs with Shell LiveWIRE. Set up in 1982 in Strathclyde to encourage young people to develop business ideas, Shell LiveWIRE has been a UK-wide competition since 1985.
Its now a thriving online community where young people between 16 and 30 can get free business advice, inspiration and funding in the form of two awards: the Grand Ideas award (six 1,000 prizes a month) and the Young Entrepreneur of the Year award that offers one overall winner a 10,000 prize. More than 500 young entrepreneurs entered 2010s Young Entrepreneur of the year
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to the top
I always knew that I wanted my own business, says Shell LiveWIRE winner and founder of Freelance Training and Consultancy, 25-year-old Jessica Grosvenor. Im probably the only person in the world to say this, but the recession was the catalyst for me. If people are made redundant after 20 years in the same job they are going to need to retrain. I was successful very quickly I had 1.5 million worth of contracts after just six months. The economic downturn was also the push some of the other finalists needed to start up for themselves. Charmaine Kemp started Wheelie Good Mobility to provide her community with reconditioned and new mobility scooters after a fruitless job search upon graduating in 2009. I developed a business model that could survive the recession, she says. I didnt have any overheads. If I can start a business with a computer and a mobile phone then anyone can, youve just got to have drive. Partners Michael Holliday and Chris Hall started Roots Design Workshop, an architectural design practice, as a hypothetical business for their architectural

award and each entry was subject to a regional judging process before just eight finalists were invited to take part in a grand final in London on 13 October. It was a vigorous process; entrants had to prove that not only did they have a clear business model, with an understanding of their marketplace and the financials, but also to demonstrate passion and drive. The final eight regional winners spanned the country and a diverse range of sectors for example, rural electrification in Africa, specialist crates for quad bikes, affordable mobility scooters and, the winner, a company that provides retraining for people made redundant, school leavers and former prisoners.

I got some great media exposure and it looks pretty good on my website.
WiLLiam aLLiNgHam, aLLiNgHam QuaDCRatE LtD

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I didnt have any overheads. If I can start a business with a computer and a mobile phone then anyone can, youve just got to have drive.
CHaRmaiNE KEmP StaRtED WHEELiE gOOD mObiLity

From top left, clockwise: Charmaine Kemp Wheelie Good Mobility, Michael Holliday Roots design Workshop, James Smith and Mark Prisk with the LiveWiRE group finalists, William allingham QuadCRatE Ltd, Christopher Baker-Brian and Laurent Van Houcke from BBoxx with James Smith, the LiveWiRE young Entrepreneur of the year 2010 Jessica Grosvenor Freelance training & Consultancy

masters degree project. Says Michael, We set up the business for our student project with the idea that if it failed then there would still be interesting conclusions we could draw, on the other hand if it didnt wed be in a strong position upon graduating to take things forward on our terms. The founders of BBOXX, a company that aims to bring electrification to developing countries, also met at university and fostered their idea initially as a course project. It was such a success that we decided it would be a shame to waste all those skills, knowledge and contacts wed built up over two years, says BBOXX Partner and Director of Technology Christopher Baker-Brian. For the final, each entrepreneur had to submit a business plan and stand in front of a panel of judges, including Dragons Den toughie Duncan Bannantyne, and be subject to a 20 minute interview about their business, followed by a 10 minute presentation. It was gruelling but each finalist agrees that, even if they didnt win, they took away something beneficial from entering Shell LiveWIRE.

I got some great media exposure and it looks pretty good on my website, says William Allingham, a Farmer from Northern Ireland who set up Allingham QUADCRATE Ltd, a company offering unique carrier systems for ATVs/Quadbikes. The fact that I can say I am Shell LiveWIRE Young Entrepreneur of the year for Wales and Northern Ireland regions, shows that people must see potential in my patented designs. It shows Im of a good standard. Michael Holliday agrees: The most valuable outcome for us is that it has given our business credibility. Sometimes its difficult to convince people that a bunch of 25-year-olds are actually as good as they say, but now we dont have to because the competition has done that for us. In terms of good PR, the competition generated lots of free publicity for all the finalists. Charmaine Kemp even found herself mentioned in the Financial Times and the subject of a full-page story in The Mirror. It was great to make people aware of what I do. I work 20 hours a day, seven days a week. Its a struggle but Ive got a responsibility to my customers, they keep me

going. Ive had people say to me Ive changed their life because without the scooter I sold them they couldnt make it down to the shops Im glad Ive contributed to my community. For Jessica Grosvenor, the 10,000 prize will allow her to expand with hairdressing and healthcare academies. But thats not all. From the PR alone Ive had to take on more staff. I want to branch out nationally and increase jobs nationwide. Thats a tangible result of winning the competition. Its really got our name out there. Dunan Bannantyne game me some advice: he said theres no luck in business, you create your luck. In that case, the Shell LiveWIRE finalists are all very lucky indeed.
To find out more about Shell LiveWIRE and these finalists, go to www.shell-livewire.org

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out of hours

SaRaH MoRRiS LEaRnEd tHat tHERE aRE not nECESSaRiLy StRaiGHtFoRWaRd RiGHt and WRonG anSWERS to EnViRonMEntaL QuEStionS.
Sarah morris

NOt NECESSaRiLy StRaigHtfORWaRD

Ive learned a lot more about the reality out there and have come back with a more balanced view.
There were a few frightening encounters with creepy crawlies right from the outset. Fortunately, Sarah, whos a stakeholder relations and communications adviser with Shell in Aberdeen and the Mossmorran natural gas liquids plant, was not going to be put off by a few bugs, although the big spider in the shower did take some getting used to.
She went to Borneo with Earthwatch in August last year to help some scientists and PhD students research the effects of logging and changes in land use. I had a lot of pre-conceived ideas before I went to Borneo, says Sarah. But Ive learned a lot more about the reality out there and have come back with a more balanced view. Shell and Earthwatch have been working together for a decade, and employees can apply to go on one of the charitys projects (see below). Shell supports Earthwatchs research and learning programme Climate Change and Landscape in Borneos Rainforest, which looks at maintaining rainforest ecosystem functions in the face of changing land use and climate change. Like many Earthwatch tours of duty, Sarahs was for a fortnight. She helped with a study
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of soil erosion in logged areas and how newly planted tree seedlings survived and grew there. It involved much digging and trekking through the forest, where Sarah spotted pygmy elephants (which seemed as big as normal-sized elephants), slow lorises, Malay palm civets, flying foxes, flying squirrels and, of course, orangutans. It was an incredible learning journey, says Sarah. I realised that there are not necessarily straightforward right and wrong answers to environmental questions. I took part in some genuine research for a worthy cause, and I discovered how liberating it is to have no access to a phone or computer for two weeks.
To find out more about Shell and Earthwatchs partnership, go to sww.shell.com/pbw/earthwatch

UK

StaRRiNg ROLE

WHEn ViCtoRia dEL CaMPo WEnt into FiLMS, SHE didnt iMaGinE SHE WouLd End uP SinGin in tHE Rain.
victoria del Campo

You know how it is. Youre looking for something new to do take up a new hobby or a sport?
Or do what Victoria del Campo did make an award-winning film. She teamed up with a couple of chums, both working in films and TV, to make a road safety film. The film, called Embrace Life, went viral and became the most viewed and highestrated educational film of all time on YouTube, with around 12 million viewings at the last count. It went on to win a gold medal at the New York International Advertising Awards in 2010 and bronze at the Cannes Lions awards in the same year.

My friends are a film director and a producer, so I joined up as the assistant producer and helped organise everything on the two-day shoot, said Victoria, the aviation IAM planner for Shell International. Victoria quickly discovered the difficulties in making films, even very short ones. As the assistant producer, when something went wrong, Victoria had to sort it out. The heat from our lights resulted in us all taking an unwanted shower due to an

oversensitive sprinkler system at the studio! She says. Filming was ruined, but fortunately, having seen the quality of the footage that survived the disaster, they secured funding to carry on. The team has gone on to make further short films, including another one for Sussex Safer Roads about motorcycling, which should be out by the time you read this. But dont imagine Victoria has stars in her eyes. Making a film is quite exciting, and you must help friends out when they need you. But I reckon Ill stick with the day job at Shell, she says.
To see Embrace Life, visit www.sussexsaferroads.gov.uk, then click Latest Campaigns/Embrace Life.

The Embrace Life film set

tRaiNiNg tHE StaRS Of tHE futuRE

WantinG to Put SoMEtHinG BaCK into tHE CoMMunity, aLLan SaMuEL RE-inVEntEd HiMSELF aS a RuGBy CoaCH.

Allan Samuel faced a big challenge to build a strong mini junior rugby tradition in a club that had spent decades without one.
You only need to take a look at the list of eminent old boys of Colfes School in Lee, south-east London, and you wont find any all-conquering rugby stars. I wasnt even much of a rugby player myself; rugby-lite, I call it. And when I was a boy, my passion was for tennis, says Allan, Infrastructure Demand Manager for UK Downstream.

What brought me into rugby was looking for a Sunday sport for my three sons. I love the team spirit, the mutual support. I like to see bonds forming. Allan and some other Old Colfeian parents started to build the clubs young rugby tradition in 2002; today, he coaches the current under-15s and led the push to open Old Colfeians rugby club to pupils from other schools, both state and independent. It means a heavy commitment of time for Allan and the players every Sunday morning for nine months of the year, plus meetings and other events. But it has paid off.

allan Samuel Weve got 300-400 children playing rugby and 13 teams in the Kent League, says Allan proudly. Were a breeding ground for talent. Currently, weve got three under-15s in the Kent county squad, nine in the regional development squad and a couple representing established London clubs. And it surely wont be long before theyre playing for England.
Find out more about Old Colfeians at www.ocrfc.co.uk

SHELL WORLD

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if yOuvE gOt a gREat buSiNESS iDEa, WE CaN HELP yOu REaLiSE yOuR DREam
n n n n n

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