Shell in Norway
Draugen Mongstad Raffinering DA
To optimise operations on Draugen we High international refinery margins and
are now installing so-called e-operation, good operating results at Mongstad led
says Tor Bjerkestrand, Head of Operations to good financial figures in 2005.
Support in Shell Ops. Page 10. Page 19.
More Upstream – Profitable Downstream
Health, safety, environment (HSE) Johan Nic. Vold
Looking after HSE is critical for Shell’s 2005 was a good year in A/S
activities in Norway. Neither people nor Norske Shell, both Upstream and
the environment shall be harmed by Shell’s Downstream.
activities. Page 26. Page 4.
2005 – A Good Year for A/S Norske Shell 4
Key Figures 6
Exploration and Production, EP 8
Downstream, DS 16
Health, Safety, Environment, HSE 26
Ripple Effects in the Community 38
Shell in the Community 44
Shell People 48
Masha Sina Gas sales
As a Business Analyst she looks at We maintain a continuous oversight of all
Shell markets with fresh eyes. transport options within the pipeline system,
Page 22. says Pål Brekke, Head of Gas Sales
Operations and Optimisation. Page 14.
2005 A Good Year for A/S Norske Shell
2005 was a propitious year for A/S Norske Shell, both our Upstream and our
Downstream businesses. We are growing as projected in our long-term plans, and 2006
is set to be at least as exciting and challenging. Our goals are straightforward: to grow
production on the Norwegian shelf, and lead the downstream market.
A/S Norske Shell’s activities in Norway are rooted in active commitment to increased oil recovery brings hope
Shell Group’s vision: ”More Upstream, Profitable of a massive 75 per cent result. Such a result would not
Downstream”. This vision is simplicity itself, and provides a only be unique in Norway, but also in the world.
clear line-of-sight for our commitments in Norway. Within
Upstream we shall grow our reserves and opportunities for The Norwegian Sea is our most vital focus, where we
exploration, we shall grow production, ensure effective have signed up for significant acreages, both as
project completion, and be skilled and cost-effective in all operator and partner. In May the gas discovery at Onyx
our operations. Within Downstream we shall simplify our Prospect on Haltenbanken was announced, which may
business processes, ensure efficient experience sharing be a significant accumulation, as we may see from
among Shell companies, retain a high focus on customer appraisal wells and further wildcats in 2006 and 2007.
relations, marketing and sales, at the same time as we Our goal here is to prove sufficient hydrocarbons to
steadily improve our offerings and products. justify a new field development project on Halten South.
Shell is one of very few companies that can deploy more
than one rig in a very tight rig market. Our hire options
Health, safety and environment take
mean we can quite quickly commence drilling operations
top priority, and our organisation will in the licences awarded to us.
be enervated by talented, motivated
The competent authorities in recent years have been
colleagues. moving to improve the oilman’s lot by offering new and
larger exploration blocks. This access to exploration
areas is vital if Norway is to remain competitive in the
battle for global investment.
The Norwegian shelf has been defined as a growth area
for Shell EP Europe, where active exploration and record With our high market share, huge innovative capacity,
investments are the hallmarks of our Upstream and relatively sound earnings, Shell’s Downstream
endeavours. Our goal – to double production from 2000 business is a stalwart of Shell Group. Heavy competition
to 2010. Ormen Lange will make Shell a leading has forced us to make major changes throughout the
national gas operator, reinforcing Norway as one of the global organisation, and in 2005 extensive
world’s leading gas exporters, and strengthening our organisational changes were made to strengthen our
position in Mid-Norway. Shell-operated Draugen has long-term competitiveness. Our entire network of petrol
already reached a remarkable recovery factor, but further stations was restructured. The result: a team of
experienced dealers has taken over operation on an
independent-trader basis. This change, coupled with
other revisions, has led to a steady but inevitable
increase in market shares. We are firmly committed to
quality fuel at competitive prices, and have now
launched Diesel Extra, a blend specially designed for the
latest generation of diesel cars.
The change has also resulted in considerably reduced
costs. So now we can also offer competitive product
prices, which again makes us all the more attractive as
customers’ “supplier of choice”.
Starting 1st January 2006, all sales of food court
products at the roughly 160 Shell Select Stations was
taken over by NorgesGruppen. Under a new ”Fresh”
concept, customers will find healthier breakfasts, lunches
and simple dinners. Our other commercial markets have
also been strengthened thanks to increased customer-
orientation. For instance we have reorganised the
business to give a unified profile and better contact with
customers who buy heating oils, electricity, fuel oils and
lubricants. We are working hard to make it possible to
liaise with a dedicated account representative, who can
then organise the service for which Shell is renowned –
In Norske Shell we have an organisation of supremely
competent and enthusiastic professionals. The
development that our company has shown in 2005
would not have been possible without the drive and
commitment demonstrated by all.
Finally let me mention our interesting project with Statoil
to realise a value chain for CO2 in Mid-Norway. The
Halten CO2 project is a pioneer effort in the global
context, and may represent a paradigm shift in respect of
the environmental impacts of the petroleum industry. If we
are successful, we will not simply add value, but will also
define a solution that can significantly cut climate gas Johan Nic. Vold
emissions from both electricity production and petroleum Managing Director
activities. A/S Norske Shell
Key figures 2003 2004 2005
Financials Net income before tax (MNOK) 6 077 7 862 10 311
Financials and R&D
Net income after tax (MNOK) 1 742 2 567 3 647
Tax cost (MNOK) 4 335 5 295 6 664
Sales Crude oil (mill. Sm3) 4.9 7.1 5.7
Gas (mill. Sm3) 2.4 3.4 4.4
Oil products (bill. litre) (mill. Sm3) 2.7 2.7 2.6
• Market share oil products (%) 29 28.8 27.9
Petrol (mill. litre) 586 565 547
• Market share petrol (%) 26.2 25.5 25.6
R&D and education R&D, Shell Technology Norway (MNOK) 51 52 56
Employment Employees Norske Shell 943 946 990
Employment effect nationally (man-years) 12 300 11 400 13 500
• As result of EP (man-years) 5 500 4 400 4 000
- in Rogaland (man-years) 1 800 1 600 1 370
- in Mid-Norway (man-years) 460 600 370
• As result of DS (man-years) 6 800 7 000 9 500*
Goods and Norske Shell (MNOK) 6 200 5 865 6 720
services purchased • For EP (MNOK) 2 200 1 700 1 430
- From Rogaland firms (MNOK) 1 100 890 748
- From Mid-Norway firms (MNOK) 200 157 137
• For OP (MNOK) 4 000 4 150 5 290
Norwegian content (%) 90 90 94
• Norw content from EP (%) 83 79 88
- Of which Rogaland firms (%) 62 66 60
- Of which Mid-Norway firms (%) 11 12 11
• Norw content from DS (%) 95 95 95
Environment Emissions produced water (1000m3) (Draugen) 1 993 4 161 3 705
Acute oil spills (m3) (Draugen) 784 3.4 0.6
Health, Safety, Environment, Diversity
Emissions CO2 (tonnes, Draugen) 213 553 226 712 189 866
Eco-certified petrol stations (units per annum) 8 18 0
Number oil spills/ slops (DS) 81 43 61
Number tanker accidents 5 11 7
Safety Personal injuries in EP (per mill. hours) 1.7 3.3 4.5
Personal injuries in DS (per mill. hours) 1.8 2.3 2.7
Lost time injuries in EP (per mill. hours) 0 1.1 1.1
Lost time injuries in DS (per mill. hours) 1.2 1.4 1.3
Number robberies at petrol stations 24 23 17
Sick leave Sick leave in Norske Shell (%) 4.6 4.4 2.9
• Sick leave EP (%) 2.4 2.1 1.8
• Sick leave DS (%) 6.9 6.7 4.2
Work-related illness EP (per mill. hours) 8.2 8.4 5.6
Work-related illness DS (per mill. hours) 4 2.4 0.2
Equality Share of women in Norske Shell (%) 29 28 28
Share of women on Norske Shell board (%) 50 50 50
Share of women in EP leadership team (%) 36 50 40
Share of women in DS leadership team (%) 25 25 25
* In 2004 the figures were limited to Shell Marketing. For 2005 they include all Downstream (DS).
EP: Exploration and Production. DS: Downstream (formerly OP: Oil Products).
The Norwegian shelf is a growth
area for Shell in Europe.
active exploration and
define the company
Norwegian shelf –
Growth area for Shell in Europe
EP The Norwegian shelf is the growth area for Shell in Europe. Record investments, active
exploration and increased workforce are features of the company in Norway.
Mid-Norway is the prime commitment area, with focus on the deepwater areas of the
Norwegian Sea, and Haltenbanken South. Ormen Lange is setting new global technology
standards, and Shell’s leading market position for natural gas in Europe is bolstered by
the increased activity in Norway.
One of Shell Group’s global goals is to increase oil
production and grow the reserves. For Shell in Norway
this means the following:
- Increase reserves and exploration opportunities: Through
active exploration in the Norwegian Sea, the goal is to
build up the company’s long-term reserves. Active
participation in licensing rounds and cooperation with
methods designed to increase the long-range production.
Moreover, Shell will be an active owner in partner-
operated fields thereby contributing to increasing
production from these key fields. The goal is to double
Shell’s production in Norway from 2000 to 2010.
- Efficient completion of projects: It is vital to develop
discoveries so that they quickly enter production. In
Statoil in the deepwater areas of the Norwegian Sea are Norway, the Ormen Lange and Onyx discoveries are
key commitments for the company. Shell is working to under development or in planning. All projects will feature
develop Halten South based on the Onyx discovery, superior quality, low costs and efficient and secure
where the goal is to establish a new field centre in the deliveries.
region. In addition come the developments of partner-
operated fields at Skarv/ Idun and Gjøa, continued Operational skill: Active technology development,
development of the important partner-operated fields at expertise and new measures will characterise Shell’s
Statfjord, Troll and Valhall, and purchase and sale of operations in Norway. The ”Total Reliability” program and
licences, all vital to increasing Shell’s reserves and the development of E-operation on Draugen will enhance
positioning the company in these strategic areas. value created on the platform. A common operations
organisation for Draugen and Ormen Lange will offer
- Increased production: Increased oil production on safe, rational and efficient operation of the fields.
Draugen is one of the main commitment areas for Shell in
Norway. In addition to optimising today’s production,
plans and assessments are being made of new production
Safety overrides all other goals in Shell. Shell seeks
also to be a company that challenges and excites,
with appeal to professionals seeking to stretch
themselves. Shell has a long-term perspective in
Norway and is committed to growth and
development for many years to come.
– Draugen is an amazing oil field.
-– Today we have produced some 50 per cent of the oil
originally in place, but we are aiming for 75. To optimise
operations we are setting up what we call e-operation of
Draugen. Using highly state-of-the-art IT solutions we will be
able to sit onshore and monitor production on Draugen,
including all the details, without any time lag. That will
enable us to combine the best of two technological worlds:
IT and the petroleum industry.
The result will be greater production, improved safety,
coupled with lower costs,” predicts Tor Bjerkestrand, Head
of Operations Support in Shell Operations, Kristiansund.
Tor Bjerkestrand, Head of Operations Support in Shell Ops, Kristiansund
Shell EP in Norway results. The operating profit in Shell EP in 2005 was
Shell’s activities on the Norwegian shelf are driven by MNOK 8945, up from 6973 in the foregoing year.
A/S Norske Shell and the subsidiary Enterprise Oil Norge
In 2005 A/S Norske Shell’s Norwegian sector activities
AS. In addition the Norwegian branch of the sister
sold a total of 3.6 million standard cubic metres of crude
company Shell International Pipelines Inc holds the
oil, 0.42 million SCM NGL, and 3.5 billion SCM natural
company’s financial interests in the Gassled gas pipeline.
gas, of which 2.5 billion were produced by us. The
These companies’ activities are operated as a unit. In increase in gas sales was due primarily to a contract with
addition Shell Group has set up Shell Technology Norway Statoil for the loan and resale of the gas. The main bulk of
(STN) to look after technological development for subsea the oil fields are mature fields, and the decrease in sales
production and cleaner production. Norske Shell’s head of oil are therefore the result of natural production decline.
office in Norway is in Borough of Sola, its operations
organisation in Kristiansund, Mid-Norway, and STN in Exploration brings results
both Oslo and Sola. Shell discovered gas on Onyx SW prospect on
Haltenbanken South in 2005. During 2006 and 2007
As of 31st December 2005 Norske Shell’s portfolio
the company will perform appraisal drilling and do further
consisted of 22 production licences, of which the
exploration wells in the area. The goal is to identify
company operates 10. Draugen is to date the only
resources which may provide a basis for a new field
producing field in Norway operated by Shell.
development. Shell also plans to explore the deepwater
Shell will assume operatorship of Ormen Lange when areas in the Norwegian Sea where the company holds a
production commences in 2007. Shell also holds interests number of interesting licences.
in key fields like Valhall, Troll, Statfjord, Skarv/Idun and
Shell also has an interest in Gassled, which represents the ”In the 16th licensing round we were awarded
gas infrastructure on the Norwegian continental shelf. operatorship of the ”President” block in the Norwegian
Sea, licence no. 255. Based on maps developed from
Norske Shell’s EP activities are linked up with Shell’s
the seismic interpretations and detailed geological
European EP organisation. That means that resources and
studies of the reservoir rocks and pressure conditions in
expertise are secured, so that the company can meet the
the area, we decided to drill on the Onyx SW structure.
technological challenges and the increased competition in
We started a wildcat at the end of 2004.
an effective and safe manner. The fact that the Norwegian
Sea is a growth area for Shell in Europe has meant that
Keeping your eye on the drill string day by day as it
Shell’s activities in Norway have expanded significantly.
approaches the reservoir and interpreting the rock cores
The company will invest 18 billion kroner in Norway
and other data along the way was supremely nerve-
during the period 2005-2007.
wracking. As we entered the reservoir we choked on
Shell’s exploration activities in the Atlantic Margin, the our coffee!
area that extends west of Ireland, the UK, Faroe Islands
and Norwegian Sea, are conducted from the head office The prognosis for the shallow section of the reservoir
in Sola. proved to be false, but not so many metres further down
we struck gas. Our cheers really hit the roof!
Shell also operates what it calls ”Cross-border assets” –
offshore and onshore installations in Europe – from Sola. We had discovered Onyx SW, a promising gas
Shell also manages its non-operated licences in Europe accumulation 5000 metres below the surface. Now we
from Sola. are working to define the boundaries of the discovery
Record results in 2005 while at the same time examining possible development
2005 was a good year for Shell EP in Norway. Higher scenarios,” says Wilfred Pool, Senior Geologist for the
than expected production on Draugen, active portfolio Halten Area in Norske Shell.
management, and maximum utilisation of the infrastructure
combined with high oil and gas prices to give record
Shell took part in two exploration wells in 2005 which Shell’s goal is to establish a value chain in conjunction
were operated by others. On the Tulipan (Tulip) prospect in with Statoil in which Carbon Dioxide, CO2, from a gas
the western Norwegian Sea, a non-commercial discovery power plant at Tjeldbergodden, is used to increase oil
was made, which however allows new exploration models production from Draugen. The platforms will also be
to be tried out. Shell also took part in Hydro’s drilling electrified. The aim here is that the value chain is in place
operation that discovered oil below the Troll field. This by 2012. If the company is successful in this, then a
discovery will be followed up with a new well in 2006. global milestone will be reached.
Shell enjoys fruitful cooperation with Statoil for exploration
in the deepwater areas of the Norwegian Sea. The
company has been successful in the 17th, 18th and now
”Running a drilling operation is really
also the 19th Rounds. The licensing round for mature
areas in 2005 netted Shell two licences, one between complicated. On Ormen Lange I am
Draugen and Onyx SW on Haltenbanken, and one close
helping set a world record.
to the Troll field in the northern North Sea.
One of the greatest challenges in today’s market is getting
Shell is drilling the world’s largest deepwater wells here,
access to exploration rigs. Shell has signed up for access
an amazing 860 metres below the surface. The
to a rig for one year in a partnership with Statoil, Hydro
challenges are manifold. At all times we have to
and Eni. Shell has also contracted the deepwater rig Leiv
maintain one or several ROVs in the water column,
Eriksson for the period 2007-2008, with an option for a
which are subsea vehicles which act as our eyes on the
seabed. The operation is weather-sensitive and we
Shell is planning the most active drilling campaign on the depend on time windows when the sea is calm. The
Norwegian shelf in the company’s history, with five Norwegian Sea does not always play ball. And then
exploration and appraisal wells in the 2006-2007 period. there are the strong ocean currents we need to
negotiate. Accuracy is absolutely critical, which is just
Increased oil production on Draugen
one more factor that keeps our hair standing on end.
Draugen is one of Shell’s premiere fields, despite the field
Through eight wells sufficient gas will be pumped up to
reaching its mature phase. The average daily production
meet 20 per cent of the United Kingdom’s total gas
in 2005 was 103,692 barrels a day (16,477 SCM),
demand,” explains Marianne Bruvoll, Operations
which was some 1.7 per cent above budget. In 2005
Geologist in Norske Shell.
Draugen set a new record for continuous production. No
less than 249 days went by on the platform without
having to shut down production due to incidents, thereby
soundly beating the old record of 177 days.
Draugen, as the first field in the Norwegian Sea, entered Shell ready for Ormen Lange
production in 1993. The field has excellent reservoir Shell will take over operatorship on Ormen Lange in
characteristics and production has therefore been high. 2007. When this field enters production in 2007, eight
wells will supply up to 20 per cent of the UK’s gas needs
Today the recovery factor has reached a massive 64 per for 40 years to come. Ormen Lange is Norway’s second
cent on Draugen, and yet more still remains to be done. largest gas field. The development is Norway’s all-time
Our aspiration of 75 per cent recovery may extend the biggest industrial project, involving huge investments of 66
lifetime of the field until 2020. E-operation, which is now billion kroner. In addition to the development of the actual
being planned, can increase both the efficiency, Ormen Lange field, the project also includes pipelines to
production, and safety. Moreover Shell is implementing the shore, the landing terminal at Nyhamna in Aukra, and the
project ”Total Reliability”, a program that ensures that Langeled export pipeline to the UK. Norske Hydro is the
maintenance and modifications to the platform meet operator for the development phase.
requirements for safety and cost-efficiency. The program
also ensures that measures taken further both our short and Shell is responsible for drilling the world’s largest
long-term demands and plans. deepwater wells on Ormen Lange. The drilling operations
using West Navigator commenced in autumn 2005. Yet
the operations have not been without challenges. A Good year for sale of gas
difficult climate and the sheer depth of the water, over 2005 was another good year for Shell in terms of sales of
800 metres, with strong ocean currents, all made the work natural gas. Even despite the high prices, demand for gas
difficult. But achieving a record was never intended to be from customers on the Continent was higher than ever
easy. The work is well under way and is expected to be before. Shell also made major additional sales, especially
completed according to plan in 2007. Shell is also to customers in the UK. All in all this meant maximum
responsible for reservoir assessment and operational capacity utilisation of the pipeline system from Norway to
preparations. Shell is expanding and preparing its Europe.
operations organisation in Kristiansund in order to also
The domestic market for natural gas is small compared to
operate Ormen Lange.
the European market, but it is a market that is expanding.
Ormen Lange will reenergise Norway as one of the Shell is talking to a number of interested players who wish
world’s largest gas exporters, and Shell Norway will be to see greater use of gas, both in industry and in
a leading national gas operator. households, as well as gas power plants. Shell continues
to be the major supplier of gas to local distribution
High value creation on companies in Rogaland, and our total sales to the two
partner-operated fields local gas providers Gasnor and Lyse reached more than
Shell works actively on partner-operated fields. The 125 million SCM in 2005.
company has interests and is involved in several of the
Gas is the energy of the future, and is the most
most important fields on the Norwegian shelf. The partner-
environment-friendly of the fossil fuels. The market in
operated fields on the Norwegian shelf account for almost
Europe is growing, and Shell is Europe’s largest privately-
40 per cent of Norske Shell’s production. One key
owned gas supplier. With significant gas resources in
commitment looking forward for Shell is the realisation of
Norway, ownership interests in the gas infrastructure
key discoveries like Skarv/Idun and Gjøa, and the
offshore and the processing facilities at Kollsnes and
projects Statfjord Late Life, redevelopment of Valhall, and
Kårstø, Shell has an excellent starting point from Norway.
Troll Future Development. The continued development of
With Ormen Lange and Nyhamna this position will be
these mature fields will mean significant values for both
community and company alike.
Pål Brekke, Head of Gas Sales Operations and Optimisation.
RSMG environment and gas technology centre
established in Risavika
In December 2005 the papers were signed to set up
Risavika Senter for Miljø- og Gassteknologi DA, a
partnership between Shell, Statoil, Lyse, Stavanger
University (UiS) and Rogaland Research (now IRIS). The
reason for Shell’s interest is the increasing focus on
environment-friendly use of gas both offshore and onshore.
The aim is for RSMG to become the country’s leading
centre for large-scale testing of products and technologies
using natural gas as the energy carrier or fuel, and to
promote more environment-friendly use of gas offshore and
onshore. RSMG will also engage in research and
development and in the commercialisation of eco-friendly
production and use of natural gas.
RSMG is an independent partnership set up by the
commercial partners and researchers IRIS. Apart from
investing in the partnership, Shell will provide cash for the
purchase of up to 10 million SCM of gas per year.
Research and development add value
Research and technology development is the key to long-
term success offshore. This is never more true than on the
Norwegian shelf, where ever-greater depths, combined
– Shell sells the gas we produce with a harsh climate and high environmental standards,
challenge operators to the limit. Shell Group has therefore
to customers throughout Europe. set up Shell Technology Norway (STN) to engage in
technological development within special focus areas
My job is to make sure that the customers always including subsea production, environmental stewardship,
receive the gas they are entitled to. We must and production in the High Arctic.
always have an oversight of our gas availabilities
and ensure that sales are balanced against STN is involved in a broad spectrum of projects extending
production. If we are short of gas on one day, from basic studies, early development phases of innovative
we can purchase gas in the liquid markets in the technologies, technologies in the pilot phase, and
UK and on the Continent. We will always have a technologies closer to application. Examples of areas
complete oversight of all transport options where STN is active are projects in ”flow security”, subsea
inherent in the pipeline system on the shelf. If processing, deepwater installations, subsea and well
there is too much capacity, we put it up for sale. intervention in deepwater, deepwater floating platforms
If we have too little, we attempt to buy the deficit. and riser lines, and environmental technologies that reduce
It can all be something of a puzzle to get right,” emissions to air and water from oil and gas production.
confides Pål Brekke, Head of Gas Sales
Operations and Optimisation. Additionally Shell holds leading positions in the
Norwegian Deepwater Program (NDP), OG21,
DEMO2000 and the ”Deep Community” industrial
network. Shell also engages in cooperative projects with
several of the Norwegian universities, where for instance
the company sponsors a professorship and doctoral studies
at the University of Stavanger.
– Strong position in the Norwegian market
The year 2005 was a year of change in Shell Downstream, but also of positive results.
Shell holds a strong position in the Norwegian market. A market share around 28 per
cent on sale of oil products and a strong market position on all products makes the
company number two in Norway. The crucial change in 2005 was the restructuring of
operations at the company’s 165 Shell Select Stations. Individual dealers now run the
store as independent traders, with Shell retaining ownership of the fuel side of things.
Shell’s global objective for the Downstream business is research and development in close association with
to ensure greater profits by offering an even better deal motorcar manufacturers and other key suppliers. The
to our thousands of customers country-wide. For Norske goals are cleaner exhaust, lower consumption, and
Shell this means: better use of alternative fuels. In Norway the company
is following this development of future fuels.
High focus on rapid experience sharing with other Shell
companies, and development of standard, cross-border More attractive offers to customers to secure further
processes and systems. The goal is to evolve a growth. Shell has signed a contract with
competitive costs structure and targeted customer NorgesGruppen which, starting 1st January 2006, took
relations that will generate the perfect platform for over responsibility for the convenience shelves at Shell’s
continuing growth. roadside retail stations. The aim is doubly to refine
quality and the range of fast food available to
High focus on sales, marketing, and customer service in customers.
all markets. Both within retail, heating, marine and
electricity, the company is intensifying efforts on sales - Continuous efficiencies in operations. Separation of
and marketing of products, as well as promoting good the fuel side and the food court dealers who now run
service and easy product access to customers. the business themselves means more cost-effective
solutions and better customer care at Shell Select
Investment in a network of storage depots offering the Stations.
company a stronger position to supply oil products cost-
efficiently and securely throughout the country. - Renewal of car wash facilities will help improve
customer service in 2006.
Better product quality. Shell Group works constantly and
strenuously to improve qualities and to differentiate - New investments are planned within health, safety and
petrol and diesel markets, plus develop the alternative environment in the Motorist Retail market.
fuels of the future. Shell Group engages in massive
On a knife-edge
Jan Almankaas is responsible for seeing that Norske Shell’s decidedly
largest oil depot is poised to deliver at all hours of the day, year-round.
”Organised chaos! That’s perhaps the most concise description you can
give of a manager’s working day,” gasps Jan Almankaas, Depot Manager
at Sjursøya Oil Port, Oslo. Of Norske Shell’s fifteen depots, this is by far
the largest. As the link between the refineries and the customers, Sjursøya
distributes more than 1 million cubic metres of oil products a year. All of
which means that the team of people responsible for day-to-day operations
must be both well-coordinated and well-versed in their duties.
”If at any time we don’t know exactly how much we have in stock of
asphalt, heavy oil, heating oil, paraffin, diesel and petrol, then we risk
running out. Our job is simply to supply the right product, in the right
volume, to the right customer, at the right time,” declares Almankaas.
There are only a couple of days in any year that products are not delivered
from the Oil Port, and constant operations demand constant attention. ”My
part in this is to make good decisions quickly, and never at the cost of
safety. To help us we rely on proven routines and procedures that are
constantly improved and updated. I am constantly balancing on a knife-
edge to reach decisions that result in smooth – not slippery – oil
operations,” he concludes.
Jan Almankaas, Depot Manager at Sjursøya Oil Port in Oslo.
Shell Downstream in Norway products on a cost-efficient and secure-delivery basis
Shell Downstream, a division of A/S Norske Shell, has its throughout the country.
head offices at Skøyen in Oslo. Downstream is everything
from refining to distribution, including sales and marketing Retail market
of oil products. The company is also active in sales and With 472 petrol stations – 165 of them Select Stations –
marketing of LPGs (propane and butane), and moreover Shell is the most prolific player in Norway. The market
holds interests in the Mongstad Refinery. share on sales of petrol was approx 26 per cent in 2005.
High international crude oil prices and generally high
The company sold 2.6 billion litres of oil products in demand for petrol on the world market resulted in high
2005, representing a market share of 28 per cent. By this sales prices at pumps in 2005. The company’s average
measure the company is the second largest on the list price in 2005 was 10.85 kroner per litre. Public
Norwegian market, with a strong market position in all taxes, including petrol tax, CO2 tax, and value added
products and in all marketing channels. Shell operates a tax, made up 65 per cent of the pump price. The petrol
cost-efficient distribution system which can supply products market attracts strong competition and strong pressure on
throughout the country. In 2005 the company margins.
consolidated its position in sales of light and heavy
heating oils, although the shares for aviation jet fuel and A restructuring of the operation of the company’s 165
diesel slipped slightly. Shell Select Stations resulted in dealers now running the
store as independent traders, adhering to guidelines
Refining and distribution promulgated by Shell, which also supplies the fuel
Norske Shell’s 21 per cent interest in Mongstad inventories. The implementation of this operative
Raffinering DA is held by Norske Shell Raffinering AS. restructuring, which commenced in 2004, went faster than
High international refinery margins and good operating planned, and the company is well pleased with the results
profits at Mongstad led to good financial figures in 2005. so far. By year’s end 36 independent traders were running
An efficient supply organisation also helped the good 165 Shell Select Stations and 63 automatic forecourt
results. Within distribution the company has for a long time facilities in their respective geographical areas.
carried out major investments in an extensive, nationwide
network of storage facilities. The locations of these depots
mean that the company is well placed to deliver oil
Shell’s market share was roughly 16 per cent of total
service purchases (food counter and petrol station) and
roughly 29 per cent of petrol stations. Shop sales dipped
slightly in 2005. Competition is tough and longer opening
hours in the convenience market and a stronger focus on
hand foods from large kiosk outlets, especially in the major
towns, have sharpened competition even further. Fast food
is the most important commodity in the store, and to
improve the range on offer and provide a footing for
continued growth, Shell has signed up NorgesGruppen,
effective 1st January 2006, as responsible retail partner.
The purpose of this new partnership is to offer a wider
range of fast foods and thereby reach new customer
segments, but simultaneously retain our existing clientele.
A/S Norske Shell and NorgesGruppen signed a
partnership under which the latter will be responsible for
all fast food in Shell from January 2006, through
subsidiary NorgesGruppen Convenience (NGC). NGC
will operate the new chain under the motto ”Fresh”,
while Shell will remain in charge of other services at the
The year that created a “Fresh” food trend station. The contract will run for five years. During the
first phase the concept will be implemented in all 165
To win over new customer groups and grow sales Norske Select Stations.
Shell in June launched its ”Fresh” concept. This drive for
healthier foods at Shell Selection Stations was well
received by the public.
Norske Shell was quick to notice that a demand for
healthier alternatives has grown up in addition to the
standard food offerings at roadside stations. Projections
suggest that the growth in fast food will go up 10 per
cent during the coming year alone.
Åsne (34) and Gaute (34) Tinnes-Rimehaug are both
members of the customer segment that Shell is aiming to
attract. The couple are returning from their morning jog
with two toddlers in the baby carriage.
”We are stopping by for some lunch, and it’s simply great
to be able to choose something a little lighter. People
nowadays often eat while travelling somewhere, and that
can easily lead to over-indulgence in unhealthy
alternatives,” insists Åsne Tinnes-Rimehaug, who works in
Mahsa Sina – A breath of fresh air
with an analytical eye
After completing her trainee period in Norske Shell, Mahsa Sina (25) stepped straight
into a permanent job as business analyst: ”Shell gives me insights of the connections that
make a global corporation a coherent unit,” she reports.
”My function is one part of marketing that spans across and between a number of connections and
departments. I analyse the markets in which Shell is active, and consider what strategic choices the
company should make. I also coordinate information that goes out to each department,” explains
Mahsa. This new, young economist will mark up two years in Norske Shell this summer.
With a four-year masters in Economics from Sweden she landed a permanent position after the
mandatory trainee period. Mahsa examines issues like: Should Shell expand into new markets?
Which Shell customers bring profits? How can business be optimised? - All this apart from keeping
tabs on all projects in Shell Downstream Norway.
”Shell opens the door for you, and you meet people from all over the world. Working among
different cultures is really educational,” Mahsa finds. Her working day also means external
contacts with customers and partners at national and international gatherings.
”Most people probably just think of Shell as petrol stations. But it is vital to illuminate the complex
system of man-made interactions that lie behind the final product,” believes Mahsa Sina.
Mahsa Sina, Business Analyst
Hot benefits from energy efficiency
By making use of Shell Flexi’s flexible control, condominium Haukåsen Sameie 1 stays on top of energy
consumption in the flatlets. The ability to swap between electrical and oil-based heating following daily advisories
from Norske Shell really alters the heating bill. ”It’s an investment that has very significantly paid its way for us,”
remarks condominium president, Ole Humborstad.
As a Shell Flexi customer, Haukåsen Sameie 1 receives specific advisories on the next day’s oil and power prices,
and the most economic energy carrier is selected in each case. Shell Flexi Styring makes sure that the customer is
always heating with the most economical energy source.
Almost 24,000 square meters of floor space, in 272 units, are heated from the boiler house, which alternates
between oil and electric power. For duty caretaker Per Kristiansen, who used to have to compare oil and power
prices every Monday, this new Shell Flexi Styring means working hours for other chores. ”We only use the heating
oil alternative when it pays off, and that’s also good for the environment,” affirms Kristiansen.
”The set-up costs are quickly paid for, and the classic benefits of being able to do more productive work and not
suffer a risk of making the wrong choice all accrue in addition to the financial edge,” explains president Ole
Humborstad of the housing complex.
Heating market fuel since it is sulphur-free and extremely clean-burning.
The company has sustained a strong 25 per cent share The gas is supplied for use in boilers or directly to the
position in the paraffin market and 29 per cent of the light industrial process, or as radiation based heating. Heat
heating oils market. The severe cut in the overall market Direct means that Shell supplies heat through a special
for heating products (25 per cent) had led to heavy meter at the pre-agreed heat rate.
pressure on margins and net returns. Extensive restructuring
has been undertaken to redesign the company’s sales Shell Flexi includes specific advice on the following
efforts and customer service in light of this. day’s price variations, or the choice is made
automatically to bring you the most economic energy
Electric power carrier at all times. This service is tailor-made for
Sale of electrical power to corporate clients has been a customers wanting to reap the benefits of severe energy
growth segment and the outcome was positive in 2005. price swings, and who have realised just how complex
A severe rise in electricity and oil prices alike led to an and time-consuming it is to keep track of the market and
ever-increasing focus on energy costs. The company has calculate the true heating prices.
evolved an attractive product that makes it easy for
customers to choose the most favourable energy Shell offers two options for Shell Flexi:
alternative – oil or electricity – at all times. 1. Shell Flexi Råd (Advisory service): Every day, price
graphs of estimated heat prices for the following day
Shell Flexi – a part of Shell Energihus are sent to each customer by fax, email or sms
Shell Energihus (Energy House) covers Norske Shell’s messaging. The customer maintains control of his
deliveries of energy carriers oil, electricity, gas, and choices and decides in all cases which boiler to
Heat Direct. Shell supplies a broad range of heating energise.
oils, covering customers’ needs for environmental
awareness, heating qualities, and pricing. In electrical 2. Shell Flexi Styring (Control service): The boilers are
power the company is the leading supplier to the switched in and out automatically by the installed Heat-
corporate and property market. Gas is an eco-friendly line selector, based on price control data received on
the phone line. The system also monitors operating
parameters, and the oil boiler is automatically energised
if the electric boiler is disconnected by the network
Landing the deal
”There’s no trick to selling something cheap. The trick is to convince the customer that they are getting quality
and security by paying a higher price to Shell,” declares Nikos Pappos, Senior International Fuel Account
Manager and the man responsible for sales of marine products, heavy oil and distillates in Shell Marine
He is Shell’s face to the customer, and a link between Norwegian customers active abroad and the global Shell
”We land the commercial contracts, but in their wake a huge apparatus has to swing into action to make sure
that distribution and depot personnel do what we’ve promised,” says Nikos Pappos [responsible for sales of
marine products, heavy oil and distillates in Shell Marine Products].
In order for major international clients like Wallenius Wilhelmsen to choose Shell’s heavy oils, we need to have
up-to-the minute knowledge about product developments, market prices and a good insight of the national and
”World-wide, Shell is a market leader for sales of oil products and services for shipping and marine accounts.
Nobody can match Shell when it comes to security and quality. But security costs. So my job is to generate
customer confidence and convince clients that they are getting the security they pay for when dealing with
Shell,” explains Nikos Pappos.
”The most exciting thing for me is that my typical day at the office is not locked into repetitive routine. Every day
is a new chapter, with new situations, new clients and – without exception – new oil prices,” reflects Nikos
Marine Nikos Pappos, Senior International Fuel Account Manager
The Norwegian Marine Division is the largest in Shell in Shell Marine Products. Ship-owners Wallenius
Group, selling more than 20 per cent of the Group’s lube Wilhelmsen carry automobiles to all corners of the world.
oil and over 10 per cent of marine fuel oils. The company In December 2005 the partners agreed on delivery of
signs contracts for deliveries in Norway and abroad 400,000 metric tonnes of heavy oil – double last year’s
through other Shell companies. The market share on sales commitment.
of marine gas oils in Norway was 28 per cent.
On a global basis the sulphur content of heavy oil
The company is well positioned for sale of low-sulphur averages 3.5 per cent. ”Wilhelmsen – like Shell – wanted
heavy oils and has signed several long-term contracts with to change all this. Therefore they established their own
major Norwegian shippers. Shell offers a highly eco-fri- cap of 1.5 per cent. Then Shell improved their product
endly heavy oil. On average heavy marine oils contain even further by reducing the sulphur in heavy oil to just
3.5 per cent sulphur whereas Shell’s heavy oils can con- 1 per cent,” says Nikos Pappos.
tain less than 1.5 per cent.
Do the maths, and the result cries out. A contract for
Marine Downstream: Cutting 10,000 mt 400,000 tonnes of heavy oil, containing 1 per cent
sulphur in the environment sulphur, instead of the global average 3.5 per cent,
Shell and ship-owners Wallenius Wilhelmsen are leading means sulphur emissions of 4000 tonnes, instead of
the field for a better environment. This contract for heavy 14,000 tonnes. So the environment has to cope with
oil supplies will save the environment from 10,000 tonnes 10,000 tonnes less sulphur every year, equivalent to
of sulphur in 2006. 200,000 50-kilo bags. The very fact that Shell and
Wilhelmsen have set this environmental mark may
”This is absolutely one of the most important fuel contracts
hopefully induce others to follow suit. In October the
we have signed in Shell Marine Products world-wide, not
partners will sit down to plan next year’s contract.
least due to the massive environmental benefit,” believes
Nikos Pappos, Senior International Fuel Account Manager and the man responsible for sales of marine products, heavy oil and distillates in Shell Marine Products.
HSE takes top priority
HSE Health, Safety and Environment (HSE) take top priority in the company. No-one shall be
injured or suffer illness as the result of Shell’s activities. The goal is zero injuries.
Protection of health, safety and the environment is
critical for Shell’s activities in Norway. Neither any
person nor the environment shall suffer injury or harm
due to Shell’s activities. Yet despite a decrease in
2004, the nil-injuries goal was not reached in 2005.
Offshore work is a challenge, and the company puts a
lot of resources into planning safe operations, to
maintain and improve equipment, and to train and
prepare employees to protect their own and their
colleagues’ safety. Each individual has a responsibility
to protect safety in all operations, and to intervene if a
The company’s control systems are steadily updated to
ensure continuous improvement in the HSE results.
Norske Shell’s HSE policy was revised in 2005 to
further underscore the obligation we all have to
intervene when we see an unsafe act or dangerous
The fact that for a longish period now a higher
incidence of stress-related complaints than before has
been registered, may be connected with the
restructuring of Shell into the new European
situation is spotted which may result in injury. organisation. Many departments include stress-mitigation
on their HSE plans. In this connection, stress charts are
One key area is to pace the working day to suit the drawn up, training is given to improve people’s
employee, so that simply working does not compromise capacity to handle stress, and individual follow-up is
the employee’s health. Employees must not be made given aimed at preventing a relapse, and securing a
sick by working for Shell. To assure a good external learning curve in the organisation. The stress surveys in
environment the company works actively to reduce 2005 reveal a positive trend in our psychosocial
emissions into the air and sea. Several technology working environment. The goal is fewer stress-related
projects are aimed at preventing harmful emissions into incidents in 2006.
the sea, preventing accidental spills of oil, and reducing
the emissions of such things as greenhouse gases (CO2
and NOX) into the air, resulting in acid rain.
– My task is first and foremost to coordinate the HSE work in Norway.
This means ensuring that systems are established and maintained to ensure that the Norwegian regulatory
requirements and our internal requirements are adhered to, and that roles and responsibilities are clarified.
We work in a European organisation, and HSE focus areas need to be identified and coordinated. It is
vital that we learn from each other. We want to do better, and therefore we must so self-assessments, look
critically at how we operate, and set ourselves new targets,” says HSE Coordinator Norway, Gerd Olaug
Gerd Olaug Vikeså, HSE Coordinator Norway.
Shell’s HSE regulations
Royal Dutch/Shell Group’s obligations in health, safety and environment
In Shell Group we are all bound to:
o Adhere to the goal of no personal injury;
o Protect the environment;
o Use resources and energy efficiently when obtaining products and services;
o Develop energy resources, products and services in line with these goals;
o Make our results public;
o Play a leading role in using the best practices in our industry;
o Manage our HSE activities in the same way as we manage other key business activities;
o Promote a culture where all Shell employees share these obligations.
In this manner we seek to achieve HSE results which we can be proud of, and thus
enjoy the trust of customers, shareholders and the society at large, be a good
neighbour, and contribute to sustainable development.
Royal Dutch/Shell Group’s HSE policy
Every Shell company:
o Has a systematic approach to HSE to ensure that legislation and regulations are
complied with and continuous improvement is achieved;
o Plans improvements and goals, assesses and reports on goal attainment;
o Demands that suppliers manage their HSE in accordance with this Policy;
o Demands that partnership projects where we have operational control shall comply with
this Policy, and uses their influence to embrace their use in other partnership projects;
o Includes HSE results when assessing employees and rewarding them.
Approved by the Committee of Managing Directors, March 1997, Reviewed 2000
…we all have a responsibility
”We all have the right and duty to intervene in unsafe acts
and dangerous situations, and when activities fail to
comply with this HSE policy.”
EP AND THE ENVIRONMENT Shell is working to establish permanent solutions to deal
Environment with produced water.
Spills and emissions from the oil and gas business can
impact the environment. Shell works with dedication to Accidental spills of oil
reduce emissions of harmful substances from Draugen, In case of accident oil and chemicals may spill into the
as indeed from the company’s other activities on the sea. There may be leakage from a pipeline, from
shelf. Shell intends that our business shall contribute to hoses, or run-off from the deck, or an uncontrolled blow-
sustainable development, subject to a target of nil out from the reservoir. Shell works constantly to improve
harmful emissions. its practices and technologies to both prevent spills, as
well as detect any breaches and deal with accidental
The key environmental aspects of Shell’s activities in spills that do occur. Shell is a member of NOFO, the
Norway are the operational emissions of produced Norwegian Clean Seas Association for Operating
water into the sea, containing oil and dissolved Companies, who are responsible for the industry’s oil
substances, and the emission into the air of carbon spill response. Shell also joins with other operators on
dioxide (CO2), nitrogen oxides (NOX) and non-methane Haltenbanken to maintain a special standby vessel in
volatile hydrocarbons (NMVOC) from Draugen. constant preparedness in the region.
Discharges of produced water Tonn
Produced water is water that has lain in the reservoir for 8 647
millions of years, finally coming to the surface in the oil 7
stream to the platform. It gets mixed with the seawater 6
that is injected to maintain reservoir pressure. Produced 5
water contains oil, dissolved hydrocarbons, dissolved 4
organic components, and additive chemicals. The 3
discharges of produced water represent the petroleum 2
industry’s greatest oil release problem. Shell’s goal is nil 1
harmful releases from Draugen, so our strategy is to 0
reinject the water into the reservoir as pressure support, -01 -02 -03 -04 -05
or alternatively to cleanse the water before release. Accidental spills of oil (metric tons)
Use of chemicals
4000000 Shell works continuously to remove or replace chemicals
20 that are harmful to the environment and which are still in
use on Draugen and for drilling operations. The
2000000 company reassesses every single substance for potential
eco-hazard in light of the quantities that may be
5 released. In this manner the company can identify the
substances having the greatest environmental risk, and
-01 -02 -03 -04 -05 then remove or replace them. As a result, 99.6 per cent
Discharge of produced water to sea (m3) of our chemical emissions are of ”green” or ”yellow”
Oil content (mg/l)
chemicals, which is to say, chemicals that exist naturally
in the environment, or which are broken down to
In 2004 Shell started a reinjection pilot for produced benign products that do not harm the ecosystem.
water. The results were highly promising, and 2.1 million
cubic metres were reinjected back into the reservoir. In
summer 2005 the injection tubing was sadly damaged,
and the water had to be cleansed instead. The oil
content of the water was approx 12 mg/l in 2005,
which is well below the official requirement of 40 mg/l.
Emissions of CO2 Metric ton
Shell’s emissions of the climate gas CO2 are mainly due
to the production of offshore power needed to run 1000
Draugen and the drilling rigs. Another, minor, portion of
the emissions comes from flaring of gas. The CO2 mixes
with the atmosphere, preventing heat from radiating
from the planet. Shell has embraced the UN Climate 400
Panel’s conclusions that climate change may result from
-01 -02 -03 -04 -05
At the time when Draugen was built in the 1990s, the
best available technology was employed to generate
power offshore. As a result our gas turbines are more
threaten fish and animal life in lakes and catchment
efficient than on other platforms, which means that
areas. Acid rain also has the potential to damage stone
Draugen causes below-average emissions for the
Emissions of non-methane volatile organics
Emissions of CO2 were reduced in 2005, as the result
of lower consumption of gas for power generation, and
Our emissions of NmVOC declined in 2005. These
less gas flared. Flaring in 2005 was the lowest in the
gases are what we smell when we fill our petrol tanks
history of Draugen. Less power was needed when
at the petrol station, and the result can be ground-level
water injection ceased.
ozone. The latter, given sufficient concentrations, can be
harmful to health and damage buildings and crops.
The reason for the decline was measures to reduce
evaporation from offshore loading buoys, in addition to
generally lower oil production. New technology for
loading operations has cut emissions significantly.
Shell’s goal is to remove all emissions of CO2, NOX
and SO2 on Draugen by electrifying the platform. This
electrification process is part of the planned value chain
-01 -02 -03 -04 -05
that will employ CO2 from Tjeldbergodden to boost oil
production from Draugen and Heidrun. The value chain
1 metric ton corresponds to 21 metric tons of
is a cooperative project with Statoil, and the aim is to
have it commissioned by 2012.
Emissions of nitrogen oxides (NOx) and
sulphur dioxide (SO2)
Shell uses the gas turbines on Draugen to generate 20000
electrical power and these may be powered by natural
gas or diesel oil. The predominant fuel is natural gas.
However, our exploration rigs use diesel fuel. Diesel 10000
combustion results in higher levels of NOX and SO2
than gas turbines. As a result of increased exploration
activity in 2005 the emissions of NOX and SO2 have 0
therefore also increased. NOX and SO2 are both gases -01 -02 -03 -04 -05
that contribute to acid rain, and which may therefore NmVOC
Nil harmful emissions (Storting Report no. 58):
- Nil emissions of ecotoxins or chemicals harmful to the
- Nil emissions of other chemicals that may cause harm
to the environment
- Nil emissions – or minimisation of emissions – of
substances that cause chemical pollution.
Restrictions in emissions of oil and other naturally
occurring substances that are recovered with the oil and
gas, as follows:
- Nil emissions – or minimisation of emissions – of
- Nil emissions of other substances that may cause harm
to the environment.
OSPAR requirements for oil content
of produced water
The Oslo-Paris Convention (OSPAR) requires Norway to
abide by certain standards for sea emissions. The most
– Flaring on Draugen is among the important point relating to the petroleum industry is the
lowest in the Norwegian sector standard for oil content in produced water discharges,
which must not exceed 30 mg/l starting 2007 (40
Stable operations make for historically low flaring mg/l until the end of 2006).
Flaring on Draugen is among the lowest in the Norwegian
sector. The flaring procedure which was introduced a few
Under the Kyoto Protocol Norway’s greenhouse gas
years back has helped bring this about. Further reductions
emissions shall be reduced to one (1) per cent above
were achieved in 2005 thanks to the focus on operational
the 1990 level by 2010. In 2005 the Norwegian
regularity. Flaring is due in part to the pilot flame that
greenhouse gas emissions were approx 10 per cent
burns continuously as a safety measure in case something
above their 1990 level.
unforeseen happens in the process, and in part to break
Shell pays a CO2 tax for its emissions of CO2 offshore.
downs in operations, which may lead to a high flare rate
In 2005 the tax was 0.78 NOK/Sm3 gas or litre of
for a limited time period. Last year half the flared volume
oil/ condensate used as fuel.
occurred in the wake of operating stoppages. The good
figures for 2005 are due in the main to an unbroken NOX
period of production from summer 2005 until after new Norway is bound under the Sofia Protocol to reduce the
year 2006 without any unplanned stoppages. emissions of NOx gases. The requirements will be
tightened up when the Gothenburg Protocol comes into
”No less than 249 days without interruption is not simply force in 2010.
a production record on Draugen, but also a signal of
reduced gas emissions,” says Ellen Dorthe Jensås, Non-methane volatile organics (NmVOC)
Environmental Advisor for Draugen. The Gothenburg Protocol also regulates Norway’s
obligations in respect of NmVOC. The oil industry is
here the dominant contributor to national NmVOC
emissions, mainly due to the offshore loading of crude
oil, and the storage of crude oil. Technology to reduce
escaping vapours has been introduced in a combined
effort on the shelf, and since 2001 the emissions from
the petroleum industry have steadily been declining.
Environment on the agenda
”One of my jobs is connected with eco-friendly production of oil and gas. A special tool has been
designed to help evaluate the environmental risk posed by additives and natural components of the
emissions into the sea, enabling us to remove or replace them with more eco-friendly alternatives.
Experience shows that we can reduce the emissions of products harmful to the environment by almost 80
per cent. Just now I am working to implement this system within Shell throughout Europe,” reports Anne
Mette Hilmen, R&D Coordinator in STN.
Anne Mette Hilmen, R&D Coordinator in STN
Active environmental research sustainable development. Within this program, an
Our subsidiary, Shell Technology Norge, is involved in international network with researchers in Canada,
a range of environmental projects, including: USA/Alaska and Russia has been established. All
involved have been working for many years on the
- Evaluation of use of renewable energy offshore in issues associated with native people’s rights and the
conjunction with OLF and Hydro ERMS project, which is social, environmental and economic consequences of
trying to further the development of the environmental oil and gas activities in the Arctic.
risk assessment method to include emissions from drilling av olje- og gassaktiviteter i Arktis.
in addition to emissions from produced water and
chemical discharges HSE DS
- Development of technology to process produced water In 2005 the company’s petrol stations suffered
- Energy Park in Risavika where Shell has promised up 17 robberies, down from 24 in 2004. Almost all the
to 10 million Sm_/year of gas for research purposes robberies involved threatening use of a weapon, which
- Provision of projected wind park in Rogaland on potentially can cause severe trauma for station
behalf of Shell Wind Energy BV. attendants, although in fact there were no physical
Wind park in Bjerkreim
Large empty spaces and good wind conditions make The company is very concerned to establish preventive
Norway one of the premiere countries in Europe for measures to stop robbery attempts and to train staff in
potential exploitation of wind energy. Wind energy is a good routines: closed doors at night and improved
renewable energy resource, and the development of video surveillance. Almost all robberies are solved and
wind parks fits in with the government’s goal of securing the takings are small.
the energy balance in Norway.
Traffic safety among our people is another high priority.
Shell WindEnergy has identified the mountains around A large group of drivers took a course in defensive
Moi-Laksesvela in Bjerkreim, Rogaland, as suitable for driving in 2005, and we have imposed a ban on use
wind power, and is planning the company’s first of mobile phones when driving for the company.
excursion into wind power in Norway.
The Moi-Laksesvela wind park was notified to the
Norwegian Water Resources and Energy Directorate
(NVE) in June 2005. Shell is planning to submit the
Impact Analysis and Licence Application to the NVE
during the first half of 2006. If the plans come to
fruition, it may mean that Shell can establish a wind
park of 75 towers with a total output of 140-180 MW
in Bjerkreim, 50 km south of Stavanger.
Shell’s program for sustainable development
in Arctic regions
In the autumn of 2005 Shell commenced a program to
chart key indicators that reflect the impact of oil and
gas activity in the Arctic. In this connection Shell is
providing Stavanger University with NOK 700,000 in
The point of departure for the University’s work is to
build on the networks that Shell has already established
with universities in several countries in connection with
Softly-softly disarms the robber
2005 was a bad year for criminals targeting Shell’s ”Of course our goal is to bring the number of robberies
Select stations. No less than 85 per cent of robberies down to nil. The numbers cleared up may be large and
were solved. The Health and Safety manager for the the takings may be small, but robberies nevertheless
Retail market, Einar Bjørnstad, believes we are seeing have unpleasant consequences for those involved,
the results of our focus on proactive customer handling including severe mental trauma,” cautions Bjørnstad.
and a softly-softly approach.
”We are committed to a softly-softly approach, in other
”In 2005 the percentage of robberies that were solved words, putting people in a non-violent frame of mind,”
was truly astonishing at Shell petrol stations. No less says Bjørnstad, who emphasises the importance of staff
than 85 per cent of the 17 attacks were solved,” says behaviour towards customers. He believes the
Einar Bjørnstad. But, as he is keen to note, it is far more campaign to promote attitudes, understanding, customer
important – and also far cheaper – to prevent robberies relations and attention to operational routines is now
than to clean up the mess afterwards. bringing results.
There has never been a case of violence or physical ”Deliberate and correct behaviour by staff determines
injury during any robbery at a Shell station in Norway. how welcome customers feel in the station. For someone
Yet even so, most robberies involve threatening use of with criminal intent this seemingly minor detail can make
weapons – a knife or pistol or baseball bat. Security all the difference between going ahead or shying away
measures mean physical barriers, but also training of from his plan,” Bjørnstad is convinced.
personnel in disarming behaviour.
Einar Bjørnstad, HSE-responsible for the Retail market 37
Ripple effects in the community
Shell’s activities in Norway have ripple effects in the community and industry outside.
Investments and operations help bring about added value, industrial development, and
employment benefits throughout the country.
To Shell it is vital that our activities generate work, 95 per cent of goods and services delivered came from
create value, and have positive repercussions in the Norwegian suppliers.
areas where our company is active. Shell believes in
efficient and profitable operations, and in good and CONTRACTS WITH EP
long-range partnerships with Norwegian suppliers and Exploration and Production
regulators. Exploration and Production purchased goods and servi-
ces in 2005 worth 1.4 billion kroner, rather less than in
Shell’s operatorship of Draugen, the operations 2004. In recent years deliveries to EP have remained
organisation at Råket in Kristiansund, and the head relatively stable, with the exception of 2003, when
offices in Sola in Rogaland, all generate benefits for additional purchases were made in connection with
local and national commerce. Our downstream repairs following the oil spill on Draugen. Of all goods
activities are spread throughout the whole country and and services supplied, 88 per cent derive from
often impact both the local community and the activities Norwegian suppliers, slightly up on 2004.
of major national suppliers. Shell’s activities also bring
jobs to every corner of Norway.
The following estimates of values added and National and regional deliveries create jobs with suppliers
employment were done by consultants Asplan Viak A/S. and their subcontractors. The total employment effects of Shell
activities include direct employment in the company, indirect
Value added in Norway employment in company suppliers, and consumer effects. The
In 2005 Shell paid a total of 6.7 billion kroner in consumer effects result because the production activity brings
taxes, roughly 1.4 billion up on 2004. One key reason higher incomes to households and private consumers. The
for the increase was the rising oil price. The company expanding effects of Shell’s activities have been estimated
purchased goods and services for 6720 billion kroner, using the Panda modelling tool..
which is 855 million more than last year, as the result of
a larger portion of Downstream’s purchases being
included in the Annual Report. Purchases for Exploration
and Production decreased from 2004 to 2005. Around
To the top with Draugen
”It’s much thanks to the development of Draugen that we are where we are today,” confides
Linjebygg’s Managing Director, Kristoffer Jenssen. His company – which builds high-tension power lines
– was awarded a multi-year maintenance and modification contract for Draugen in 1993, plus the
update contract in 1995. The value of these contracts was substantial.
The company combined mountain-climbing expertise with electricity pylon experience when this
Molde-based outfit decided to enter the offshore market. When Draugen was in line for development,
Linjebygg was awarded the development contract, and thus had the opportunity to show that they
were competent to do offshore contracts. The initiative paid off.
The company recruited mechanical engineering expertise and this, combined with their climbing agility,
determined their new market niche, working on high offshore. ”I can’t say that we fully understood the
consequences of our actions when we were given the maintenance and modification contract for
Draugen. But today we see the result: 200 on the payroll and jobs all over the shelf,” says Jenssen.
Before Draugen Shell had awarded seven development contracts to local businesses. Six resulted in
long-term contracts, and many of those same companies are now major suppliers to the petroleum
Deliveries to EP The supplier industry in Rogaland accounted in 2005
for deliveries worth 748 million kroner all told, which is
MNOK 160 million less than in 2004. The share of Norwegian
2500 deliveries was thus 60 per cent, compared with 66 per
cent in 2004. Rogaland firms, however, were
responsible for seven of the ten largest deliveries to EP
1500 in 2005.
1000 The largest delivery to EP came from Smedvig Offshore.
Shell is responsible for production drilling on Ormen
Lange, and Smedvig’s West Navigator was awarded
0 the contract for the drilling operations. Mobilisation and
-01 -02 -03 -04 -05 drilling commenced in the fourth quarter, 2005.
Rogaland Mid-Norway According to the work program, seven or eight wells
Norway other Abroad will be completed between 2005 and 2007.
National deliveries to EP The second largest delivery to EP came from Aker
Offshore Partner, which performed the modification
MNOK work on Draugen. This delivery included engineering,
2000 prefabrication, installation and commissioning. The
modification work is intended to improve the efficiency
1500 and upgrade the production on Draugen, while
simultaneously cutting emissions. In 2005 Shell assigned
1000 the key maintenance and modification contract for
Draugen and Ormen Lange to Aker Offshore Partner.
500 Part of the modification work is being done from AOP’s
Kristiansund division and by fabricators Aker Møre
-01 -02 -03 -04 -05
Heavy Engineering Commerce, Hospitality The number three delivery came from Transocean
Transport, Telecom Commercial Services Offshore (North Sea) Ltd, another Rogaland company.
This delivery involved the drilling of two wells on the
Onyx field on the Halten Bank, northwest of Draugen.
The operation was successful resulting in a discovery.
Supplies from Rogaland
Through a regional contract with EP Europe, Subsea 7
Norway has carried out inspections, repairs and
reinstallation of pipelines along the seabed around
1000 Draugen and the satellites Garn West and Rogn South.
800 In 2005 this Norwegian company won a contract with
Shell which also covers the British and Dutch sectors.
-01 -02 -03 -04 -05
Heavy Engineering Commerce, Hospitality
Transport, Telecom Commercial Services
Supplies from Mid-Norway of 1st January 2006 Shell renewed its contract with
The supplier industry in Mid-Norway accounted for 137 Norgesgruppen, which will therefore continue as Shell’s
million kroner worth of deliveries in 2005. The Mid- primary supplier for the coming few years.
Norway share of the national deliveries was 11 per cent,
roughly compatible with 2004. Mid-Norway enterprises Reinertsen Engineering in Trondheim is the largest of
accounted for four of the 10 million kroner plus contracts. Shell’s suppliers outside retail supplies for petrol stations.
Reinertsen was responsible for administering and
The largest delivery from Mid-Norway was by Dale
performing maintenance work at the petrol stations.
Depot in Kristiansund, which has supplied oil products
The contract has now passed on to Johnson Controls
and supply boats to the platform at Draugen and other
Nordic, which has a global contract with Shell.
Aker Møre Montasje was given a contract to maintain A reorganisation of the operation of the company’s 165
the Draugen platform, and in addition to direct supplies Shell Select stations has led to the company now
this firm has also been involved in indirect supply of owning the fuel stocks and controlling prices at these
modification work as a subcontractor to Aker Offshore stations, whilst the dealer runs the shop as an
Partner. independent trader, according to guidelines laid down
by Shell. The dealer is also the responsible employer for
In Kristiansund, Vest Base has supplied oil base services
staff at the station. Stations were previously run by our
including warehousing and logistics.
subsidiary, Shell Marketing. As a result of the
MNOK reorganisation, the latter will be wound up during
2006. At year’s end, there were 36 independent
traders running 165 Shell Select stations and 63
automated pump facilities in the respective local area.
The national employment effects of Norske Shell’s
activities in Norway totalled 13,500 man-years in
50 2005. This figure includes Shell’s own workforce,
people employed with subcontractors, and consumer
-01 -02 -03 -04 -05 effects. There were 4000 man years resulting from EP’s
Heavy Engineering Commerce, Hospitality
activities, and 9500 man years resulting from
Transport, Telecom Commercial Services
Downstream’s activities. This includes staff at Select
stations, despite these being transferred to the respective
dealers in 2005. Norske Shell had 990 employees in
Norway at year’s end 2005.
Supplies from elsewhere in Norway
The largest contract originating outside Rogaland or
Employment effects of EP
Mid-Norway came from PGS Geophysical AS, of
National employment effects due to Shell’s EP activities
Lysaker, near Oslo. They supplied seismic surveys and
in Norway amounted to 4000 man years in 2005,
down 400 on the 2004 figure. The decline was due to
a reduction in purchases. Deliveries from industry were
CONTRACTS WITH DOWNSTREAM
lower, while commercial services counted for a larger
part of the deliveries.
Downstream purchased goods and services totally worth
approximately 5.3 billion kroner in 2005. Of the total,
The employment effects in Rogaland amounted to 1370
4.2 billion was linked to Shell Marketing for retail
man years, a reduction of 230 as the result of lower
courts at petrol stations.
deliveries. The employment effects in Mid-Norway were
370 man years, down slightly more than 200. The
The largest single supplier was Norgesgruppen, which
cause here was partly that deliveries from this region
supplies the retail goods to all Shell petrol stations. As
have declined, and partly that subcontracts to suppliers
in other parts of the country have also declined. In Employment effects in Mid-Norway, EP
2004, for instance, Aker Møre Montasje had large
contracts with Aker Offshore Partner in Stavanger. In
2005 the contracts were thus smaller. 700
National employment effects EP 400
-01 -02 -03 -04 -05
2000 Commercial Services Transport, Telecom
Commerce, Hospitality Heavy Manufacturing
-01 -02 -03 -04 -05
Commercial and Transport and Storage,
Public Services Communications Employment effects of DS
Commerce, Hospitality Building and Construction Shell’s Downstream activities in 2005 provided roughly
9500 man years on a national basis. Of the total,
about 7000 jobs were linked to Shell Marketing, which
ran the Select stations. During 2005 operation of these
stations was reorganised, and Shell is no longer
Employment effects in Rogaland, EP responsible for staff at the stations. The reason that the
figure is higher than reported for 2004 is that the
previous reports did not include all Downstream
activities, just Marketing.
Building and Construction 4%
Retail Trade 28%
-01 -02 -03 -04 -05 Transport, Storage, Telecom 9%
Commercial Services 16%
Commercial Services Transport, Telecom
Commerce, Hospitality Heavy Manufacturing Oil and Gas Industry 4%
Shell in the community
ShellSocial responsibility is a key element in Shell’s sustainable development goal. Through
cooperation and sponsorship the company invests many million kroner every year in work with
children and young people, environmental protection, and health care and humanitarian
Through continuing dialogue with interest groups and
individuals in the locations where the company
operates, key areas are identified in which Shell can
make a contribution. These contributions come under
several categories: art, culture and sport, youth work,
technology and education, humanitarian endeavour and
the environment. One fundamental requirement is that
the activity is consistent with Shell Group’s standards of
Research into sustainable development
The University of Stavanger, Institute for Media, Cultural
and Social Studies, has signed a sponsorship contract
with Shell worth roughly 700,000 kroner. The funds are
intended to support a project on the environmental and
social consequences of the petroleum activities in Arctic
social responsibility. Shell provided 5 million kroner to the University of
Stavanger in 2003 for a professorship and associate
STEP provides opportunities professorship. This support covers a five-year period.
The Shell Technology Enterprise Program (STEP) is a joint The professorship for Aslaug Mikkelsen resulted in the
project between A/S Norske Shell, Norway’s NTNU addition of Change Management – Emphasising
university, Innovasjon Norge, NHO, TBL and Nordmøre Sustainable Development and Corporate Social
Chamber of Commerce. STEP is an initiative for small Responsibility, to the curriculum.
and medium-sized businesses, principally in the
provinces, having maximum 250 employees. A Starting January 2006 Shell will also finance a doctoral
company is given the chance to employ a student for study by Ove Heitmann Hansen, which will examine,
6-8 weeks to do a project assignment defined by the among other interests, sustainable development of oil
company. This enables the company to get an and gas activities in Arctic regions. Heitmann Hansen
assignment done that otherwise most likely would not will research the formation and sharing of knowledge in
have been performed due to lack of resources. decision processes within a sustainable development
From Shell Award Ceremony, 2005.
70 homes built in India spending on expanded schooling. The schooling in
For five years now, employees on Draugen have Draugen Village stops after the fourth grade, and from
expended much energy and involvement to collect the fifth children have to go 8 km each way. As a result
money for the Indian village of Bhorkas, popularly many children stop going to school before time. If we
known as Draugen Village. More than a million kroner could add two to three classes, the results for these
have been collected, and using this money 70 stout children’s future could be very favourable,” suggests
brick homes have been built, complete with sanitation Årdal.
and wood-fired ovens, which avoid the traditional
smoke fumes that dog native housing. The project has Inclusion on the dance-floor
also provided a Community Hall and water well. When illness struck for Dag Ohr, he lost much of his
Administration overheads have been minimal, at 5 per mobility. But he did not lose his determination to
cent. integrate the disabled in all sorts of events. The most
well known is Ohr’s annual New Year’s Ball at Folkets
Rasmus Årdal, one of the motivators behind the Draugen Hus in Kristiansund. For many years this mixed ball for
Village project, recently visited the village with two the able-bodied and disabled has attracted dance buffs
colleagues to see what developments have taken place from all over Nordmøre county to a real party
in the five-year period. gathering.
”Construction of the final houses was completed in May In 2006 Dag has a series of local and regional events
2006. A social worker from Fadderbarnas Framtid, FaF on his dance-card. The New Year’s Ball, the ”Dance
(Sponsored Children’s Future) reported that living Round the County” arrangement, and his activity
standards and hygiene are now significantly better for evenings every Wednesday in Kristiansund are all
the 70 families who have been rehoused,” says Årdal. popular events. At least twice a year Ohr organises
social get-togethers at places outside his home haunts in
”Though the project is now finished, there are a large Kristiansund, Averøy, Frei and Gjemnes.
number of colleagues on Draugen and within Shell who
have sponsored children in the village. We have about ”I am keen that people with disabilities can experience
150,000 kroner in the bank which we are considering new impulses, make new acquaintances and see new
Kyrie Sassoon Harland (29) received the Shell Award
for 2005 worth 150,000 crooner. The Travel
Scholarship went to violinist Guru Ashier (19). In the
middle is Tore Holm, Head of EP Norway.
places. That’s why these events are also held in local the 2005 Shell Award worth 150,000 kroner. The
areas outside Kristiansund,” explains Ohr. The support travel scholarship went to violinist Guro Asheim (19).
that Shell gives means that the activities and trips can
be cheaper for participants than otherwise would be the As a young active musician at the Institute of Music and
case. The result is that more people get the chance to Dance at the University of Stavanger, the Shell Award is
go, and the quality of the events is kept high. an accolade that is highly sought-after. “It is the greatest
award you can win in our region,” comment this year’s
Dag Ohr has been awarded the Møre og Romsdal winner, Kyrre Sassebo Haaland (Composition) and
County Council’s Equality Award for his work for the travel scholarship winner Guro Asheim (Violin). The Shell
disabled. He is a Shell partner. Award has a long tradition, the first Shell Award being
bestowed on Truls Mørk in 1983. The Award has
Shell Eco-marathon, become a highly reputed accolade in musical circles.
3863 km on a litre of petrol Among other early winners we also find Eir Inderhaug,
Six young auto builders from the Østfold College Sveinung Bjelland and Leif Ove Andsnes. The list of
received praise and accolades as Young Talents at the winners has become a sort of honours list for musicians
Design Day in Oslo yesterday. who have an association with Rogaland. Many earlier
prize-winners are highly-esteemed internationally, and
The young car enthusiasts set about a demanding
many are in the elite division in Norway. This is
special assignment in their final year of school. They
something that both Norske Shell and the Institute of
designed and built a complete automobile to take part
Music and Dance at the University of Stavanger are
in the world’s largest economy drive, the Shell Eco-
proud of. The purpose of the prize is to give young
Marathon, which is held annually in France. The project
talented musicians, who have some association with
expanded and several departments at the college did
Rogaland, a spur to continued development and studies
their bit to make sure that the car – which was given the
abroad. Several of the prize-winners currently have
French-inspired name Citadine – in fact materialised.
international names, and this fact has helped boost the
The chassis was spun of carbon fibre – strong and light reputation of the prize far outside the county.
– the underplate was fabricated of carbon fibre and
light alloy, and the engine was a heavily modified
Honda industrial powerpack. The transmission was
designed without using gears on the basis of a go-cart
clutch. The whole vehicle weighs 153 kg and runs About the Shell Award
about 500 km on a litre of Shell petrol. This almost
unbelievable result was for a car that was originally The Shell Award, worth 150,000 kroner, is given to a
intended for the Urban Concept segment. In the young practising musician or group of musicians who
segment for extreme economy cars, where the driver lies wish to continue their studies abroad. The Award is
down, the body is shaped like a tear-drop, etc, the open to instrumentalists under the age of 28 and
winning vehicle in last year’s run managed an vocalists under the age of 30. The Award is also open
astounding 3863 km per litre. to vocal and instrumental groups of maximum eight
persons, besides which qualified individuals may be
”Altogether we put in more than 10,000 working hours nominated for the Award.
on the Citadine, and the project gave us not solely an
exciting trip to the Shell Eco-Marathon run in France, but One or two travel scholarships amounting to 70,000
also landed the team the top mark in the end-of-show kroner are awarded to younger musical students. The
citation. The additional praise to the Young Talents was travel scholarship may be sought by instrumentalists
an unexpected and delightful bonus,” says Kristian under the age of 23 and vocalists under 25. The Shell
Tovsen, one of the members of the project. Award for 2006 will be handed out at a prize-winners’
concert held in the Sandnes Culture Centre in
Composer receives sought-after Shell award November.
For the first time, the Shell Award went to a young
composer. Kyrre Sassebo Haaland (29) was awarded
The most important resource in Shell is our Shell People. Respect for people is one of the
company’s core values. The ever-more challenging tasks facing the company and putting greater
demands on the organisation mean that success depends on the competence, diversity and
happiness of our people.
Shell’s commitment on the Norwegian continental shelf has standards of the Shell Group. Global plans for diversity
brought with it significantly increased activity in Norway. and inclusion are promoted at the regional and local
More exploration activity, and new projects, have meant level. Emphasis is given to talent development and
that Shell is actively recruiting new personnel. Technical identification of successors to key personnel with an eye to
expertise, reservoir know-how and skill sets in geology, diversity, and the setting up of target figures for gender
economics, community relations and environment are all and nationality among our leaders. The leadership has
key specialities where our company is looking for fingertip responsibility for the promotion of diversified recruitment
competence. Draugen, Ormen Lange, the CO2 value into leadership posts in the company. In the performance
chain in Mid-Norway and Onyx all offer new, contracts that leaders sign up for with superiors, diversity
extraordinarily exciting tasks for Shell employees. and inclusion are defined as specific goals.
Happiness and motivation Shell has instituted ’Diversity Action Teams’ at both the
The happiness of our people is decisive in an organisation national and European level. The aim of these inter-
that is growing. Following the restructuring of the disciplinary teams is to cultivate diversity and inclusion in
organisation in Europe in 2003, Shell has faced the company. In 2005 the initiative was also taken to
challenges in Norway in respect of motivation and forge a special women’s network.
involvement by our people. New work tasks, new
reporting lines outside the country, more cross-border travel People from more than 20 countries work in Shell in
and team work, have all posed hurdles we all had to Norway. This offers employees a unique opportunity to get
face. One of the most important jobs the company is to know people from other cultures, at the same time as
involved with now, is to grasp these challenges, creating the company has dependable access to competence and
good working conditions and a providing a positive experience from other parts of the world.
impetus to all of us.
Equal rights and equal worth are jealously guarded values
Diversity and inclusion in Shell. Industry has traditionally been seen as a male
Norske Shell is solidly behind the diversity and inclusion preserve, and it remains difficult to recruit women.
But Shell is putting more effort into evening out the
differences in the organisation. In the recruitment process
Diversity – a method
for Ormen Lange the company has made a significant
effort to attract women. Much of the solution is to put more than a goal
things in place so that everyone has an equal chance.
Dr Marit Hoel, head of the Centre for Corporate
Career in Shell – a world of opportunity Diversity (CCD), knows what she is talking about
In a tight job market Shell EP recruited some 80 new when she says that Norske Shell does equality in
employees in 2005, roughly 16 per cent of the EP a manner that few companies worldwide can
workforce. ”Despite the wealth of vacancies for engineers match.
and other science graduates, we still find that people
want to work for us,” enthuses HR Manager Hilde ”In terms of equality and diversity, I believe that
Ringereide. Norske Shell, and Shell in the Nordic countries, is
one step ahead of Shell elsewhere in the world,
”Shell has made a name as a company with a long-term and ahead of many other global companies. The
commitment in Norway. Significantly, people also equality debate has a tendency to get bogged
understand that we are busy shaping up for several new down in percentages and quotas. Diversity
projects,” Ringereide explains as the reason why there is becomes an end in itself, rather than a focus on
so much groundswell interest in Shell. the benefits it can bring. Norske Shell has shown
an understanding of what the company can gain
During 2005 most of the recruitment for the Ormen Lange from the use of equality as a method,” believes
operations organisation was completed. ”We are looking Marit Hoel.
for a stable operations organisation for Ormen Lange. So
it is especially rewarding that so many of our new people In 2004 Marit Hoel spearheaded the very first
come from the region. Some people even moved back to survey of women on boards and executive
their home community for that very reason, that Shell can managements of the “Nordic 500” top
offer real excitement and challenge locally,” believes Thor companies. This project ranked Shell in the
Lydersen, Senior Recruitment Officer in Shell EP in forefront, with equality and diversity high on the
”The results for 2005 show that Shell is able to attract the Norske Shell stood out as a natural partner when
people we seek. At the same time we have to remain researchers and consultants CCD decided to do a
active in the market. Almost all qualified applicants have follow-up analysis in 2006-07. This analysis will
feelers out with several companies, so we have to be also include details of age-spread and multicultural
careful to follow up on those who express an interest in minorities in top management. The project also
us,” explains Lydersen. embodies Shell’s house definition of diversity as its
Shell has developed a comprehensive program to select
the best candidates. All potential recruits are put through ”Shell’s visual model is the best we have seen
the ”Shell Recruitment Day” program. ”Likely candidates defined by corporate interests, and it coincides
for a position in Shell are given this well-designed with how we, in CCD, believe diversity and
program to make sure that they will make motivated equality thinking should be rooted. It is not
employees, and that we as a company sign the people necessarily the most visible features – like gender,
we are looking for. For candidates who are taken on, a age and nationality – that automatically enrich the
world of opportunity opens up, both at home and company. The key thing is to open the door so
abroad,” promises Ringereide. that underlying qualities, such as leadership
thinking and cultural understanding, can come to
the surface and help shape the work function,”
explains Marit Hoel.
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