A Feat of Engineering

A Feat of
Engineering
Meet Alan Duckers and James Whiteley from the
Stanlow Manufacturing Complex to find out what
it’s like to work in one of the largest oil refineries in
the UK.
Always Take the Weather with You
Ian Leggett from the Metocean Department in
Aberdeen tells us how his team uses technology
and data to ensure safe operations – whatever
the weather!
Out of Hours
Meet more talented Shell people, including an
escapologist, a sign-language expert and a parttime
judge.
PEOPLE IN ENERGY
Autumn 2008

SHELL WORLD UK
welcome
Dear Colleagues,
Welcome to the third edition of Shell World UK magazine. As you know, the magazine
features different aspects of Shell across the UK, giving us an insight into different
parts of the company. In this autumn issue, we profile the Stanlow Refinery.
Based near Ellesmere Port in Cheshire, Stanlow is the second largest oil refinery in the
UK and the seventh largest refinery in Europe, processing 11 million tonnes of crude
oil annually. It produces 4,000 million litres of petrol, 3,300 million litres of diesel and
1,700 million litres of kerosene every year. Covering an area of approximately 1,350
acres (the equivalent of 300 full-size football pitches) and employing around 1,000
staff and about another 500 contractors, Stanlow’s top business priorities are safety and
reliability. We believe that if we are world class in safety and reliability, that will help us
achieve success in all our other business priorities.
In this issue, we start by talking to two very different Stanlow refinery employees to
find out about their typical days at work. See pages 7-10 to learn more about our
colleagues Alan Duckers, an Improvements Facilitator, and James Whitely, a
Mechanical Fitter.
Following a theme of getting to know more about the lives of your colleagues, we
have an article on pages 15-17 about the Shell Gas Direct team – who they are, what
they do and what their vision of the future is. It’s great to come across such an
energetic and passionate team and I’m sure you will enjoy getting to know them as
much as I did.
Safety is always our top priority for Shell, and I encourage you to read the round-up
of the Safety Day activities we all participated in around the UK in June. See page 5
for the story and some pictures of the nationwide event.
If you have ever wondered how the weather affects the work done on our oil
platforms, turn to page 11 and meet the Metocean team in Aberdeen. In this article,
we find out more about how they support our business – and also what equipment
they use to do it.
Finally, remember that the team at Shell World UK magazine are always interested
to hear from readers. Please see page 3 for details on how to get in touch with them.
I hope you enjoy this issue of Shell World UK magazine.
Yuri Sebregts
General Manager Stanlow

SHELL
WORLD
uK
COntEntS
A FEAT OF
ENGINEERING
The Stanlow
Manufacturing
Complex
07
07
15
A FEAT OF
ENGINEERING
THE STANLOW MANUFACTURING COMPLEX
Imagine a place where you can’t look anywhere
without seeing metal – huge columns, vessels, tanks,
pipes and reactors – a place where a massive and
hugely efficient machine runs day in and day out.
It’s a place where the sounds of pumps, engines and
motors, whirring and puttering are constant
companions, and the sound of steam hissing is a
comforting one. Those who work there become so
familiar with each particular sound and smell that
quiet would be strangely eerie.
It’s the Stanlow Manufacturing Complex – opened
in the 1930s and now an integral part of the North
West community. It lies on the south bank of the
Manchester Ship Canal near Ellesmere Port in
Cheshire and employs some 1,000 people. Each year,
11 million tonnes of crude are processed, mainly
from the North Sea.
The complex produces one-sixth of Britain’s petrol
(about 4,000 million litres a year) and around
17,000 million litres of kerosene a year – enough to
fuel 21,000 A300 planes.
The refinery’s crude oil arrives by tanker at Tranmere
Oil Terminal on the south bank of the River Mersey.
The crude oil is pumped from Tranmere through a
pipeline to storage tanks at Stanlow, 15 miles away.
Stanlow’s distribution is mainly via road (50%) and
pipeline (30%), and 20% of the products leave via
the Manchester Ship Canal.
The complex is made up of six production units,
each producing different fuels, chemicals and
lubrication products.
TALKING TO ALAN DUCKERS
Alan Duckers is one of six Improvements Facilitators,
a relatively new role, at the Stanlow Manufacturing
Complex. Each Improvements Facilitator maintains
quality and safety within one of the six units and Alan
is responsible for the Catalytic Cracker Unit.
Known as the “Cat Cracker”, its main function is to
break down heavy oil into lighter products –
SHELL WORLD UK SHELL WORLD UK
03
EDITOR’S LETTERS
Responses to your feedback and queries
about the last issue of Shell World UK
magazine.
05
NEWS IN bRIEF
Find out what went on across the UK on our
recent Safety Day, as well as some
information about a change to Shell’s HR
Services and a success story from the Starling
project in Aberdeen.
07
A FEAT OF ENGINEERING
What’s it like to work in one of the largest oil
refineries in the UK? We meet Alan Duckers
and James Whiteley from the Stanlow
Manufacturing Complex to find out.
ALWAYS TAKE THE WEATHER
WITH YOU
Ian Leggett from the Metocean Department
in Aberdeen tells us how his team uses
technology and data to ensure safe
operations – whatever the weather!
3
THE ENERGY CHALLENGE
We talk to Peter Davies, Senior Energy
Advisor at the Department for International
Development, about the role the Oil and
Gas industry will play in solving the Energy
Challenge.
5
MEET SHELL GAS DIRECT
Be inspired by the energy, drive and
enthusiasm of this team, and find out how
they fit into Shell.
8
CHOOSING SHELL
What drives customer loyalty? We speak
to some of Shell’s marketing, visual
identity and customer loyalty programme
people to find out what they think…
PEOPLE AND
ENvIRONMENT
We talk to Shell Springboard National
Final winner Carbon8 Systems to find
out how they turn everyday landfill into
building materials.
3
TECHNOLOGY AND
INNOvATION
We know V-Power fuel is something
special, but how is it different and how does
it work? Johanne Smith of Shell Global
Solutions in Thornton tells us her side of
the story.
5
SHELL IN THE COMMUNITY
86% of British workers believe it is
important that their employer is responsible
to society and the environment; in this
issue, we meet Sally Gold and find out more
about Shell’s Social Investment Programme
in the UK.
8
OUT OF HOURS
We meet some talented Shell people,
including an escapologist, a sign-language
expert and a part-time judge.
25
SHELL WORLD UK

Editor
Shelley Hoppe
Managing Editor
Kay Bruce
To contact the
magazine
Shell World uK, CA-CX,
Shell Centre, London,
SE1 7nA
E-Mail
Shellworlduk@shell.com
Website address
www.shell.co.uk/
shellworlduk
Shell World UK is
edited, designed
and produced by
the Fifth Business,
4th floor,
71 Broadwick Street,
London, W1F 9QY
Ph: +44 0207 534 9099
Contributors
nicole Erasmus
Annalisa Fiorentino
Shelley Hoppe
unless otherwise specified,
copyright in text, images and
other information in Shell World
magazine belongs to Shell
International B.V. or other
companies. Permission is given to
reproduce, store or transmit any
part of this publication provided
that the copyright of Shell
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must be obtained from the relevant
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WE USE RECYCLED PAPER
3 SHELL WORLD UK
YOUR
MAGAZINE
EDITOR’S LETTERS
Dear Editor,
We have just had Safety Day in Shell to
highlight that safety is of the highest
importance to us – so I was very surprised to see
that the guy on the rig, on page 9 of the last
issue, was not wearing his safety glasses or
gloves. And again, on page 22, the guy at Shell
Centre changing light fittings is only wearing
normal glasses, which will not provide his eyes
with adequate protection from airborne dust,
rather than safety glasses.
This magazine goes out to a lot of people and we
have to make sure we are sending the right
message on safety. I will be interested to hear
your reply.
Regards,
Rod Curtis, Shell Haven, Essex
Dear Rod,
You are absolutely right on both points – we
will ensure that photo shoots reflect Shell’s
stringent safety standards in future.
Safety is Shell’s top priority.
Dear Editor,
I just received my first copy of the magazine; it’s
good – I’ll keep taking it.
However, I have a question about the ESS UK
onshore quick “facts” on page 22: 1,290,000 –
Number of meals served per day. How many
each is that? I know Shell feeds some contractors
as well as staff, but that’s nearly the population
of Manchester! I think there must be a mistake,
don’t you?
Regards,
John Cole, East Sussex
Dear John,
We’re very glad to hear that you enjoy the
magazine.
We checked this fact for you and you are
absolutely right. The number does not relate
to Shell alone. This is the number of meals
that ESS’s parent company, Compass, serves
each day to all its clients.
Dear Editor,
I noticed that the Magazine is made from recycled paper.
However, is it recyclable, as it appears to have a coating on it?
Regards,
Lesley Gawthorpe, Hampshire
Dear Lesley,
Yes, the magazine is recyclable. It’s printed on a coated
stock (Revive 50:50 silk), but it is only if a material is
laminated that it cannot be recycled. We would
encourage you and all our readers to recycle their copy
of the magazine if they do not wish to hang on to it.
MEET THE TEAM
If you have any feedback, or would like to suggest
content, please contact us.
Shellworlduk@shell.com
Shell World UK, CA-CX, Shell Centre, London,
SE1 7NA
Shelley Hoppe
Editor
E-Mail: Shelley.Hoppe@shell.com
Ph: +44 207 534 9099
Kay bruce
Managing Editor
Shell UK Communications
E-Mail: Kay.Bruce@shell.com
Ph: +44 207 934 7780

The Academy announced earlier this
year that it has awarded Ken its
prestigious Silver Medal for his
outstanding personal contribution to
British engineering.
Ken, who graduated from Aberdeen
University in 1987 with a BSc (Hons)
in Mechanical Engineering, joined
Shell in Aberdeen in 2002 as a Senior
Rotating Equipment Engineer. As well
as his current role, Ken manages the
TOP ENGINEERING
HONOUR
SUBSCRIBE TO SHELL WORLD UK MAGAZINE
Remember, you can sign up to receive Shell World UK magazine quarterly, for
free. So please opt in as soon as possible to receive future copies, either by
adding your details to our distribution list via our website at
www.shell.co.uk/signup, or by writing to us.
If you would like to contribute to the magazine, or give any feedback
on this issue, please contact us.
E-mail: Shellworlduk@shell.com
Post: Shell World UK, CA-CX, Shell Centre, London SE1 7NA
SHELL ExPLORATION & PRODUCTION
EUROPE’S TULLOS-bASED HEAD OF
ROTATING EqUIPMENT, KEN INNES,
HAS bEEN HONOURED bY THE ROYAL
ACADEMY OF ENGINEERING.
rotating equipment discipline team
across the European region and is
Principal Technical Expert for Shell
Exploration & Production globally,
with responsibility for monitoring and
maintaining rotating equipment.
Prior to joining Shell, Ken, who joined
the oil and gas industry straight from
university, gained extensive international
experience in the field of turbo-machinery
covering most stages of equipment
design, selection, installation,
commissioning, testing, monitoring,
maintenance and operation.
Congratulations to Ken, who is
originally from Udny, Aberdeenshire
and is a former pupil of Ellon Academy.
In his spare time he enjoys hillwalking
and mountain biking. He also plays the
fiddle and enjoys Scottish fiddle music.
SHELL
WORLD
uK
SHELL WORLD UK

NEWS
IN bRIEF
ONE SMALL CHANGE FOR US,
ONE bIG DIFFERENCE FOR SHELL
In June, a UK-wide “Safety Day” encouraged
staff to change one thing that would make a
Big Difference to Shell’s HSSE performance.
What happened on the day?
Thousands of Shell staff and contractors
came together via a range of activities and
pledged their commitment to improving
Shell’s safety culture.
The theme of “small changes, Big Difference”
allowed people to personalise their safety
leadership, and a whole range of simple
ideas were pledged to boost HSSE
performance both at work and at home.
Personal leadership was emphasised by
reinforcing the Golden Rules and the potential
to reach Goal Zero. Participants focused on
local risks and how their personal actions can
minimise them in day-to-day life.
A wide range of activities
Across Retail, each function used the day
as an opportunity to focus on the HSSE risks
relevant to their part of the business, offering
a wide range of activities to provide
employees with real “hands-on” experiences.
mischa Haakar receives the award
5 SHELL WORLD UK
The Global Retail Marketing Team visited
local stores to look at issues relating to fuel
safety, food safety and marketing
communications. The Strategy and Portfolio
Team focused on travel safety, including a
training session at the British Airways
training facility near Heathrow.
In Shell Centre in London, teams focused on
how the five HSSE house rules could improve
the safety culture of the building. Staff and
contractors also worked together, assembling
to form the shape of the safety arrow on the
grass in front of the London Eye.
UK LPG held a series of events throughout
the UK, which included safety tours at
depots, bulk vehicle checks and guest
speakers from local Fire and Rescue
Authorities with advice on domestic and
road safety.
In Aberdeen, some of the EP UK Leadership
Team reminded staff at the main entrances
about the importance of the day, wearing
Safety Day T-shirts and handing out
branded materials. John Gallagher, Vice
President Technical Europe, and Anton
MULTIPLE SUCCESSES FOR STARLING
In early 2008, Shell and Exxonmobil
produced first gas from the new Starling
field development. The field, which will
provide the UK with an increased gas
supply, was delivered safely, on schedule
and within budget.
This means that, together with Esso
Exploration and Production UK Limited,
Shell have made a £175 million investment
in the Starling field in the central North
Keizer, Operations Manager Central
Assets, also made a flying visit to the
Shearwater platform to reinforce their
commitment to safety.
Pledging commitment
More than 100,000 pledges have been
recorded globally – of which over 10,000
have come from the UK. This simple act of
pledging shows that staff and contractors
have the passion and commitment to improve
Shell’s safety performance. And it shows
how, by working together, Goal Zero is possible.
Shell committed that, for every pledge
received, a donation of one euro would be
made to the Shell Foundation’s Breathing
Space programme, which tackles indoor air
pollution in poor countries. As well as
benefiting Shell’s safety performance, Shell
will be donating 100,000 euros to this
worthy cause in Mexico.
But, to realise Goal Zero, we at Shell now
have to do what we said we would and act
on those pledges, continuing to take
responsibility for our own safety and for that
of those around us.
Sea. John Gallagher, Vice President
Technical, Shell Exploration and Production
in Europe, said: “This provides further
demonstration of our continuous investment
in North Sea opportunities, which Shell
has the technology and the infrastructure to
support, and our commitment to delivering
the energy supply for the UK.”
The Starling field, which was discovered
in 1979, lies 170 miles east of Aberdeen

at water depth of 100 metres and operates
as a sub-sea tie-back to Shearwater. Fluids
are transported via a flowline to the Shelloperated
Shearwater installation, 33 kms
to the north east. Gas that the field
produces is exported to the Bacton
processing terminal via the SEAL pipeline,
and oil and natural gas liquids are
exported to BP’s Kinneil processing terminal
via the Forties pipeline. Peak production is
estimated at some 140 million standard
cubic feet a day.
In May, the Starling project achieved the
first quarter Technical Directorate’s Award
for Technical Excellence. This was based
on their top performance in delivering their
project safely, on schedule and within
budget. Liam Naughton, Gerrard Ipenburg
and Mischa Haaker were on hand to
collect the award on behalf of the team
from John Gallagher.
Three members of the team also represented
the EPE Well Integrity Community and
collected the Global Well Integrity Award
for achieving 92% compliance with the
Well Integrity standard. Tom Botts
presented the award to Kevin Hutcheon,
Christine Flett and Ian Taylor.
HR ONLINE IS COMING
SOON TO THE UNITED
KINGDOM AND
IRELAND
HR is on a journey to top quartile
performance. In the next few months, HR
will be introducing a new Tiered Service
Delivery Model (TSDM) that will
transform the way HR services are delivered
in Shell.
The TSDM will help to improve the
efficiency and effectiveness of the delivery
of local and expatriate services to Shell
Shell Safety Day
Thousands of Shell staff and contractors came
together via a range of activities and pledged their
commitment to improving Shell’s safety culture.
employees worldwide. “Very few
companies have delivered an HR
programme of this scale and complexity,”
said Mike Sinclair, Vice President, HR
Services. “We look after around 9,000
employees in our expatriate services, and
almost 90,000 spread across 58 countries
in local services.”
“The system will provide online tools so we
can handle HR transactions quickly and
easily. There will be backup support from
the service centre if we need it,“ said
James Smith, Chairman Shell UK limited.
What is HR Online?
HR Online is the first step of the TSDM.
Designed to provide a one-stop shop of
information, HR Online will be the first
port of call for all queries and requests,
allowing employees to manage these
themselves rather than having to go
through their HR Advisers.
What are the benefits of the system?
The HR Online tool will speed things up,
giving staff the ability to initiate queries,
requests, and some transactions by
themselves. It will also provide an online
record of all their interactions.
“I know that there will be concerns that
this may place an administrative burden
on employees”, said Paul Milliken, HR
Leader UK, “but we are confident that the
HR Online self-service approach will be
more efficient than the existing model in
which employees have to request the
changes by e-mail or telephone and are
often frustrated not knowing the status of
their request.”
What if HR Online can’t help?
If the answer cannot be found on HR
Online, employees can call their service
centre. The Regional HR Service Centres
are a critical element of a new TSDM,
We look after around 9,000
employees in our expatriate
services, and almost 90,000
spread across 58 countries
in local services.
mike Sinclair
Vice President, HR Services
which sits behind the HR Online system
and ensures all queries can be dealt with.
Based in Krakow, a dedicated team of HR
Query Advisers and Process and Policy
experts are ready to provide support.
When will HR Online be implemented?
The UK is scheduled for go live shortly,
except for STASCO and SSSC Glasgow
who will follow later.
more information
Shell staff can find further information,
FAQs and short video clips on the HR
Services website.
SHELL WORLD UK

7 SHELL WORLD UK
A FEAT OF
ENGINEERING
THE STANLOW MANUFACTURING COMPLEX

Images from Stanlow Refinery,
August 2008
Imagine a place where you can’t look anywhere
without seeing metal – huge columns, vessels, tanks,
pipes and reactors – a place where a massive and
hugely efficient machine runs day in and day out.
It’s a place where the sounds of pumps, engines and
motors, whirring and puttering are constant
companions, and the sound of steam hissing is a
comforting one. Those who work there become so
familiar with each particular sound and smell that
quiet would be strangely eerie.
It’s the Stanlow Manufacturing Complex – opened
in the 1930s and now an integral part of the North
West community. It lies on the south bank of the
Manchester Ship Canal near Ellesmere Port in
Cheshire and employs some 1,000 people. Each year,
11 million tonnes of crude are processed, mainly
from the North Sea.
The complex produces one-sixth of Britain’s petrol
(about 4,000 million litres a year) and around 1,700
million litres of kerosene a year – enough to fuel
21,000 Airbus A300 planes.
The refinery’s crude oil arrives by tanker at Tranmere
Oil Terminal on the south bank of the River Mersey.
The crude oil is pumped from Tranmere through a
pipeline to storage tanks at Stanlow, 15 miles away.
Stanlow’s distribution is mainly via road (50%) and
pipeline (30%), and 20% of the products leave via
the Manchester Ship Canal.
The complex is made up of six production units,
each producing different fuels, chemicals and
lubrication products.
TALKING TO ALAN DUCKERS
Alan Duckers is one of six Improvements Facilitators,
a relatively new role, at the Stanlow Manufacturing
Complex. Each Improvements Facilitator maintains
quality and safety within one of the six units and Alan
is responsible for the Catalytic Cracker Unit.
Known as the “Cat Cracker”, its main function is to
break down heavy oil into lighter products –
SHELL WORLD UK 8

James Whiteley, right, mentoring a work experience student
liquefied petroleum gas, petrol and diesel.
When not on the unit itself, Alan works
in an open-plan office with 70 colleagues,
about half a mile from the action.
Shell World UK caught up with Alan to
find out more.
“A typical day for me starts at about
07:30. The first thing I do is prepare for
the morning meeting where we discuss
both production and engineering issues
in the central control room. All operating
unit colleagues are present and we discuss
problems and suggest solutions for
implementation. We aim to run for 365
days a year so that is a key driver.
“Monitoring incidents is important so I
ensure our Key Performance Indicator data
spreadsheet is always up to date. It’s a great
way to check how well we are doing against
our quality, safety and reliability targets.
“Safety is at the core of my role and I
conduct visits to ensure it is optimal.
People become so used to their
surroundings that they no longer notice
the obvious so it’s always valuable to have
a new pair of eyes to assess the situation.
SHELL WORLD UK
“Environment is also key to my role and I
chair our environmental meetings. Here
we review the environmental performance
of the production unit, set targets for
improvement and decide how best to
implement our objectives.
My dad
works here, and
my grandfather was a
mechanical engineer too,
so there’s a long family
history.
James Whiteley
mechanical Fitter
“I most enjoy the variety of my role, the
challenge of improving things and having
to look at the whole spectrum of the unit.
“The biggest challenge for me is trying
to fit it all in and bring it all together.
It’s about putting the right time into
the right thing – time management
and prioritising.”
Alan Duckers in the central control room
TALKING TO JAMES WHITELEY
James Whiteley works as a Mechanical
Fitter and is usually based in the
workshops. When a pump or piece of
equipment breaks down, it is brought
into the workshops to be fixed.
Mechanical Fitters follow a 3 1/2 -yearlong
apprenticeship. The initial two
years are spent learning about everything
on the manufacturing complex, from
mechanics to electrical, to the process of
running monitors, valves and controls.
After that, apprentices work alongside a
team to learn “on the job” skills. It’s at
this point that apprentices choose to
specialise and spend the year working in
a specific area. James chose to work in
the workshops although he does work on
other units when necessary. There are
new apprentices each year and James is
now passing on his knowledge.
“A typical day for me starts at 8:00 and
finishes at 16:00. You’re given your job
for the day by your manager and there
are 20 workbenches with tools and
equipment laid out, and you build or
strip equipment down. It can be quite
physical, depending on what you’re
working on.

AWARDS
“Maintenance is carried out on a
number of different levels. We have
planned, preventative, corrective and
emergency maintenance. There are a
number of people who track trends and
can predict what maintenance needs to
be done.
“A major month-long shutdown takes
place every four years to carry out
maintenance and from time to time
there are mini-shutdowns of specific
areas for maintenance.
“Safety and the environment are
important and there are a number
of huge drives to ensure housekeeping
is done. Safety bulletins are sent out
via email and we also have a weekly
safety update.
“Safety gear includes flame-retardant
overalls, gloves, safety glasses, steel toecapped
boots and hard hats when you’re
on the unit. If you’re working with
In 2007, the Stanlow Manufacturing
Complex won the prestigious RoSPA (The
Royal Society for the Prevention of
Accidents) highly commended award for
the oil and gas industry. The award is
presented to companies that display the
most outstanding sustained performance
in health and safety.
In May this year, the Stanlow
Manufacturing Complex also had the
honour of being shortlisted in the
particularly noisy equipment, you also
wear earplugs.
“Team building is important and every
so often the team will play golf or have
a barbecue – usually to celebrate after
a major shutdown or to celebrate long
service. Some also go fishing from
time to time.
“My greatest challenge is new
equipment. When you encounter a piece
of machinery that you’re not familiar
with and seldom see it can be difficult,
but there is always someone who will
have worked on it and then you learn
something new!
“It’s great to do something that you enjoy
and ever since I was young, this is what I
wanted to do. My dad works here, and my
grandfather was a mechanical engineer
too, so there’s a long family history. I’ve
always been practical and I enjoy fixing
things. It’s the perfect place to do it.”
Alan Duckers checking the Cat Cracker for hydrocarbon leaks using the FLIR camera
“Resource Efficiency” category of the
Chemical Industry Awards – the premier
accolade for the UK chemical industry,
sponsored by the Environment Agency.
The event is produced by the Chemical
Industries Association as a means of
showcasing good news stories about the
industry – both internally to recognise,
share and propagate best practice, and
externally as part of a strategy to
enhance industry reputation.
REPORT
SUSTAINAbILITY REPORT
Each year, the Stanlow
Manufacturing Complex
produces a sustainability report
showing their commitment to
social and environmental issues.
The report covers concerns such
as emissions into the air,
discharges into water, looking
after the local flora and fauna,
being a good neighbour, and
social and economic
contributions to the local
economy. Improving the
environment for all is at the
heart of sustainable operation,
with controls becoming tighter
and expectations ever higher.
The complex is also registered to
an internationally recognised
environmental management
system, which is audited twice a
year to ensure environmental
impacts are managed to the
highest standards.
SHELL WORLD UK 0

DISCOvERING
METOCEAN
Ian Leggett
metocean Engineering Department
A Wavescan measuring wave conditions
SHELL WORLD UK
ALWAYS TAKE THE WEATHER
WITH YOU…
It can’t be denied: we are a nation obsessed by
the weather. And while it can be an ice-breaker
as well as the topic you turn to when
conversation has started to lag, it is equally
often THE topic of conversation – and, of
course, everyone’s an expert…
Shell World UK magazine spoke to a real
expert, Ian Leggett, a Shell employee with 30
years experience, who runs the Metocean
Engineering Department in Aberdeen. The
word “Metocean”, constructed from the
contraction of the two words “meteorological”
and “oceanographic”, refers to both the
weather and the oceans, and the impact they
have on Shell’s operations.
So, does the weather present Shell with any
operational problems? Well, the answer is that
it really does. The EP Europe offshore area –
basically, the UK, the Netherlands, Norway
and Ireland – experiences some of the most
varied and hostile weather and sea conditions
in the world. These can range from ice and
dense fog, all the way through to severe storms
with waves in excess of 25m!
“Virtually all offshore activities are affected in
some way by these conditions,” says Ian, “and it
is therefore vital that many of the people working
offshore have access to metocean information to
help them in their decision-making.”
DAY-TO-DAY OPERATIONS
The main system used for day-to-day
operations is called METNET 3G and
provides real-time, platform-based metocean
data. “Wind and wave measurements are
collected from a network of sensors on 25
offshore installations, and this real-time data
can then be accessed via dedicated websites on
the intranet and internet,” Ian says.
The data is widely used by people on offshore
installations, for vessel operations and subsea
activities, and ensures that operations are well-
timed, safe and cost-efficient. “It helps us to
assess when helicopters can land safely, for
example,” says Ian, “and the data even helps to
inform us when to stop activity. Shell has an
adverse weather working standard and people
cannot work in unsafe conditions.”
The METNET 3G system identifies weather
conditions using the visual metaphor of green,
amber and red traffic lights, making unsafe
conditions quick and easy to identify.
“As the largest such network in Europe and
the market leader, METNET 3G is also used
well beyond Shell,” Ian explains. “The Civil
Aviation Authority, for example, use it to plan
routes of flights. And DEFRA (the
Department for Environment, Food and
Rural Affairs) use it to help with their flood
planning and coastal operations. Plus, weather
forecast companies use it to help improve
forecast quality. It’s great to be able to help
other people – plus it demonstrates our
commitment to safety, the wider oil and gas
industry and other stakeholders.”
WEATHER FORECASTS
Much like METNET 3G, a sophisticated
weather forecast system called METCAST
3G is also used by the Metocean team. Linked
to the central control unit in Aberdeen, it can
be accessed via the intranet and internet and
provides a range of information on predicted
winds, waves and temperatures up to as much
as seven days ahead. Again, this system is used
by a wide range of people for planning the best
time to carry out operations.
MANAGING, ARCHIvING AND
ANALYSING DATA
It can be expensive to collect metocean data
from individual locations. However, there are
now techniques that enable data to be
generated or simulated by computer
modelling. “The Metocean Department has
been actively involved in this activity, often in

L09-FB platform in the north Sea
conjunction with other oil and gas
companies,” says Ian. “We have databases
containing up to 50 years of past data.”
This type of computer modelling is known as
“hindcasting” (essentially the opposite of
forecasting). By looking back at past records
and using advanced numerical models, the
team are able to generate synthetic data that is
equivalent to having real data for a variety of
locations. The hindcast data is routinely
calibrated against measured data to confirm
accuracy and validity.
00-YEAR ExTREMES
“We collect, display, record, and improve and
refine our data constantly,” explains Ian. “Data
is vital to everything we do, particularly when it
comes to deriving metocean statistics.”
In order to design and operate offshore
installations in a safe, cost-effective and
efficient manner, it is essential to have a good
knowledge of the probable metocean
conditions that will be experienced during its
lifetime. One of the key deliverables from
Metocean Engineering is the 100-year
extreme or design condition.
“We take the wind and wave data that we
have collected and extrapolate it into the
future to come up with predictive statistics
for return periods of one to 100 years. These
are then used by structural engineers in the
design and reassessment of installations,”
says Ian.
SOME OTHER METOCEAN
ACTIvITIES
“The Metocean Engineering team gets
involved in quite diverse activities. For
example, we provide an expert advisory
service. In a typical year, we get over 400
requests for help. We also assess the impact of
climate change, and represent Shell on
external committees, initiatives and Joint
Industry Projects.”
MAKING WAvES!
• A typical North Sea installation will be hit
by about six million waves every year - and
those on the platform can feel the waves!
• Extreme storms in the Brent area can result
in wave heights equal to those
experienced during a category five
hurricane in the Gulf of Mexico.
CLIMATE CHANGE
Climate change is an important concern,
especially global warming. “The warming of
the seas, combined with the melting of the
polar icecaps, can lead to rising sea levels,” Ian
explains. “Warmer oceans can also generate
more intense tropical and extra-tropical
storms.” The Metocean team tracks these
conditions and is involved in looking at the
impact of climate change on existing and
future assets and infrastructure.
“We’re always looking at how we can improve
things, and, in the future, we hope to use
satellites more to build up an even better
understanding of metocean conditions.”
ExTERNAL REPRESENTATION
“The great thing about the oil and gas
industry,” says Ian, “is that there is technical
collaboration between companies. We’re able
to share our expertise. And our international
reputation also means we are often invited by
government departments and agencies to
contribute an industry voice.”
A snowy day on Brent D platform
THE METOCEAN DEPARTMENT
HAS THREE CORE ACTIvITIES:
• collecting data (such as winds and
waves) and often making it available
in real-time;
• managing and archiving the collected
data for future analysis; and
• carrying out analyses of the data to
derive a range of statistics, for
example, 100 - year extremes.
PROJECTS
The Ormen Lange field,
located in the Norwegian Sea,
has been a focus recently.
Extreme conditions at the site
(sub-zero temperatures near
the seabed, stormy seas,
strong underwater currents
and water depths of 850–
1,100m) put great demands on
the technology used.
Metocean Engineering has
installed advanced wave and
current sensors on the West
Navigator drilling rig to
monitor conditions for the
safety of operations. It is also
working with the onshore plant
team at Nyhamna. Here the
rocky Norwegian coastline
makes a challenging entry
point for vessels and by
collecting and updating data
constantly Metocean are
contributing to safe navigation
for tankers and vessels.
THE TEAM
There are three core team
members based in the Aberdeen
office and numerous contractors.
“Although we get involved in a
wide range of activities, we’re
all oceanographers at heart,
and applied ones at that,” says
Ian. ”Many oceanographers
focus on the biological side of
things. However, we focus on
the physical side of
oceanography. Metocean
Engineering has become a
recognised skill pool and
discipline within Shell – vital to
all of Shell’s offshore operations
and a very rewarding career.”
SHELL WORLD UK

THE ENERGY
CHALLENGE
“THIS IS A UNIqUE POINT IN HUMAN HISTORY – FOR THE FIRST TIME, WE CAN
FEEL THE LIMITS TO OUR NATURAL RESOURCES ANd HAvE PASSEd THE GLOBAL
ENvIRONMENT’S CAPACITY TO ABSORB OUR ACTIvITIES.” - PETER dAvIES
With sea ice and glaciers melting, shifting rainfall patterns and seasonal discord, the evidence
of climate change is beyond doubt, as are the main causes. Shell World UK asks Peter Davies,
Senior Energy Advisor at the Department for International Development (DFID), why
people are starting to take it seriously and what companies like Shell can do to help…
3 SHELL WORLD UK
Climate change is certainly a hot topic. Peter
explained it’s “one of just four main ministerial
priorities for the UK’s international
development efforts” – an indication of the
gravity with which they regard the issue.
Both the causes and the consequences
of climate change must be addressed
with urgency – the world is
already committed to
significant temperature rises
this century. This is largely
due to the accumulation
in the atmosphere of
CO 2, mainly caused by
the burning of fossil
fuels: coal, oil and gas.
The creeping effects
of climate change
are close to home –
the warmer winters,
the hotter and
wetter summers that
emerge with every
year. “We are finally
making a connection,”
Peter says, “between our
activity
and its impact on the
world around us – but it’s
still not enough; we need to
be more aware.”
Public scepticism about the fact and
causes of climate change is being allayed by
extensive media attention, but many people
still doubt the reality of the situation and also
don’t understand what they can do. “I don’t
think we understand what this means for us,
in terms of our lifestyles and the way we value
the natural world. Most people are completely
unaware of the energy they use. It’s embedded
in everything we buy and do, everything we
eat, and everywhere we go.”
What Peter says is supported by the Energy
Saving Trust, who tell us that almost half of
the UK’s CO 2 emissions come from energy
we use every day – at home and when we
travel. By saving this energy, we can all help
prevent climate change.
A question of supply and demand …
Much can be done to stem the global growth
in demand for energy, but what of the supply
end? Peter Davies believes that while oil giants
like Shell may be seen as part of the problem,
they have an essential role in finding solutions:
“The wider oil and gas industry must
consider where this whole issue of climate
change and also resource depletion is leading.
They need to think about where they want to
be in 40 years – will they be oil and gas
companies or energy companies? Perhaps we
should think more in terms of energy services
than fuel suppliers.”
Shell’s recent work on Energy Scenarios to
2050 highlights their recognition of the
problem, as well as various other projects they
are involved in - such as their research work
with universities and their innovative progress
with biofuels, to name two examples. Shell is
also helping to manage energy demand by
shaping and growing the market for products
and services that help customers use less
energy and emit less CO 2 (see the Shell

Business Week or ‘SBW’ communications
for more details. These are available on the
Shell intranet site). By increasing the
efficiency of all their operations towards first
quartile, Shell aims for two-thirds of their
facilities to be first quartile in energy
efficiency and CO 2 emissions by 2015.
“In the Energy Scenarios, Shell imagines two
paths – one pessimistic and one optimistic,
reflecting the scale of the problem we face,”
says Peter. “Unfortunately, the world seems
to be moving along into the pessimistic
scenario, which is alarming – but even the
optimistic picture doesn’t look radical
enough to me.”
Companies like Shell and BP, with their huge
financial, intellectual and skills capacity are
well placed to research and test new and
innovative ways of delivering energy services
and meeting energy demand in sustainable
ways. Peter thinks geothermal energy – heat
taken from deep under the earth’s surface –
has huge potential for generating electricity
without using fossil fuels. This will involve
deep drilling and complex pipework,
something the oil and gas industry know a
bit about! Carbon capture and storage,
involving the compression and geological
storage deep underground of CO 2, will also
need the kind of expertise that Shell
possesses, and the research they are already
doing in this area is invaluable. It’s a perfect
match of needs and skills.
Of course, the oil and gas industry already
work individually on high-cost, new ideas
like this – but perhaps they should find ways
of working together as well.
In fact, Peter wonders whether the global oil
and gas industry could form a global
research and development consortium,
much as BP and Shell currently do in the
UK through the work of the ETI (featured
in the summer issue of Shell World UK).
Peter Davies
A professional electrical engineer by
background, Peter’s varied career has taken him
to several developing countries as well as the
UK, working with a variety of electricity utility
companies and consulting organisations.
Peter joined the UK’s Department for
International Development (DFID) in 1995
from a leading UK construction group.
Following four years in London as Senior
There’s an opportunity for a collective effort
to fund research and development into
three or four promising areas that need this
kind of push. “Public funding in energy
research has declined in the last 15 years –
so there’s an opportunity here for the private
sector to put something back and try and
get us off this hook.”
Shell’s a good example …
Although he feels the oil and gas industry
could be doing more in terms of alternative
sources of energy, Peter does have some
praise for the industry in another area:
revenue transparency.
For international companies, revenue
transparency has been a significant concern.
The Extractive Industries Transparency
Initiative (EITI) was introduced in 2002 to
alleviate the problem of poor governance,
potential corruption and lack of
transparency. According to Peter, some
companies initially thought declaring
revenues would threaten their commercial
interests, but not so with Shell who
“stepped up to the mark very quickly,
recognising the importance of revenue
transparency in its operations, particularly
in developing countries.”
Transparency International is a global civil
society organisation leading the fight against
corruption and is not ashamed of naming
and shaming – or of commending. In a
report published this year, Shell came top in
terms of transparency, accountability and
effort towards reducing the corruption in
some of the difficult regions they work in.
“Companies like Shell and BP set an
example to the rest of the industry,” says
Peter. “They illustrate that the declaration
of revenue and use of payments is not a
threat to commercial interests. Shell’s
example should be an incentive for others
to do the same.”
Power Engineering Adviser, he took up a
posting to the DFID’s Delhi office in 1999,
working on programmes with the World Bank
to reform the electricity sector in several Indian
states. Returning to London HQ in 2002, Peter
is now Senior Energy Adviser in the Policy and
Research Division. He is helping the DFID
address the challenges of limiting the growth in
energy-related emissions that are contributing
to climate change.
The future …
“We hear a lot about peak oil but the world is
not about to run out,” Peter explains. “If
global demand remained where it is today,
then the world can be supplied for a long
time to come at a reasonable cost. This
would reduce environmental degradation
and the impacts of climate change. But we
need to find new solutions to meet increased
demand, rather than just seeking new energy
sources of oil and gas.”
Peter’s statements are echoed by Shell’s
Chief Executive Jeroen van der Veer’s “three
hard truths” communications - agreeing
that tomorrow’s world will want more
energy with less CO 2. At the recent Shell
Business Week meeting (see the Shell
intranet site address below), Executive
Director of Shell Downstream Rob Routs
said: “It’s a major new arena where we can
make a difference. No company is better
positioned to offer the right products and
services to customers.”
Changing our pattern of energy
production and use quickly is key to
overcoming the climate challenge and to
future human prosperity and welfare. But
can we do it in time?
“The climate change question is extremely
urgent, more so than most people seem to
realise,” says Peter Davies. “However, I am
optimistic. We have great innovation
capacity and the resources to take risks and
try things out. With a collective
determination we can direct our future
towards global prosperity and security – it
can be done but we need to start now.”
Shell Business Week references:
sww.shell.com/home/
sbw/sbw 008.html
SHELL WORLD UK

MEET SHELL
GAS DIRECT
BE INSPIREd BY THE ENERGY, dRIvE ANd ENTHUSIASM OF
THIS TEAM, ANd FINd OUT HOW THEY FIT INTO SHELL.
the view from the top of the building where Shell Gas Direct’s offices are based
5 SHELL WORLD UK
Shell World UK visited Shell Gas
Direct (SGD) on the first day in
their new offices on The Strand.
Anticipating storage boxes and
general moving mayhem, there was
very little sign that a major move had
just taken place. Instead, there was a
real buzz and energy about the place.
“Today is a unique day in that we’ve just
moved into new premises. We’ve been at
the old office in Adam Street and spread
over numerous floors for years and now we
look forward to settling in to this building
and to developing as an organisation. Now
that we’re working on one floor we’ll be
much closer as an organisation. It’s a great
time to work for the company,” says Joseph
Letras, Commercial Business Manager.
This enthusiasm to work together while
driving the business forward came through
clearly when Shell World UK interviewed
Joseph’s Shell Gas Direct colleagues.
THE BIG PICTURE
SGD is part of Shell Energy Europe,
which, in turn, is part of Gas & Power.
SGD have been supplying natural gas to
businesses in the UK since 1989 and is one
of the longest running independent
suppliers. SGD focus specifically on
supplying gas to businesses rather than
electricity or domestic supply and are well
known in the industry for offering highly
skilled account management.
EXCEPTIONAL CUSTOMER SERVICE
SGD have always focused on differentiating
itself from competitors by offering first class
customer service – not an empty claim, as
their record is backed up by independent
survey results from Datamonitor. Since 2004,
SGD have regularly achieved the number one
position in the UK for customer service. With

We’ve been here many years
and we’ll be here in the
future for our customers and
our employees.
Jay Williamson - major Accounts Sales
and Customer Services manager
the team on the roof top
mike Hogg in his office
the implementation of a new billing
platform, this position fell during 2007 to
fourth, but a structured plan and excellent
work by everyone in the company has
moved SGD back up to second place, only
0.2% behind the company in first place.
And they have no intentions of remaining
in second place…
LOOKING AHEAD
Beyond the number one spot in customer
service and the profitable growth of their
portfolio, SGD also has an important
contribution to make to Shell Energy
Europe’s targets.
Indeed, as well as looking after customers
and shareholders, they aim to be one of the
best companies to work for in the UK and
have introduced an anonymous twicemonthly
staff survey to gauge staff morale.
This survey augments the annual Shell
People survey – highlighting local and
specific issues that are of concern to staff,
and enabling their swift resolution.
Everything that is done
within different departments
is done to support our
common goals.
Beverly Peeling - marketing manager
CHALLENGES
The main challenge faced by SGD is the
recent dramatic increase in the wholesale
price of gas. Customers are seeing a 100%
increase on their renewal price – and that’s
just the raw cost of gas, not including the
metering or the transportation charges.
When customers receive their renewal letter
with such a marked price change, they are
even more inclined to research offers in the
market place. Naturally, that is the case for all
suppliers and in such a volatile market
competition is fierce.
Surveys prove that approximately 90% of a
customer’s mind is made up by the price, so
it is essential to offer the right price and
product to customers. “At the end of the day,
gas is gas, but what makes the difference is
our people, the price and the product and
making sure we can bill the customer
accurately,” says Jay Williamson.
It’s great to be a part of a
company and a team that has
a shared vision. We know
where we want to be!
Joseph Letras - Commercial Business
manager
TALKING TO JAY WILLIAMSON –
MAJOR ACCOUNTS SALES AND
CUSTOMER SERVICES MANAGER
Major Accounts provides sales and customer
support to large industrial and commercial
customers. Jay, having worked at SGD for 13
years in a number of different roles, has a
wealth of experience that enables him to
understand the challenges in the market
both for customers and colleagues.
Beyond managing a large and diverse
team, much of Jay’s attention is on growing
the business profitably and invoicing on
time each month. “For customers who
don’t have a face-to-face relationship with
a Commercial Manager, the only contact
they have with us is the invoice so it’s a
really important piece of communication
between us and the customer.”
“Shell Gas Direct is a great company with
great people, and we operate in a very fastmoving
business. I enjoy the variety of
different things that come up every day and,
SHELL WORLD UK

We are determined to become
the profitable number one
choice for UK industrial and
commercial gas customers.
mike Hogg
General manager
with the market as volatile as it is, there’s
never a dull moment. It’s always enjoyable
and very challenging. We’ve been here many
years and we’ll be here in the future for our
customers and our employees. I see it as a
long-term commitment.”
TALKING TO JOSEPH LETRAS –
COMMERCIAL BUSINESS MANAGER
Commercial Business provides sales and
customer support to small and medium
enterprises such as retail stores, local pubs
or restaurants.
Joseph heads up this diverse department
and has worked for SGD for eight years.
One of the most interesting recent
developments in this area is the creation of
the aggregator sales channel.
Aggregators are agents that go out and try
to gain customers on behalf of SGD and
are a means of generating a large of volume
7 SHELL WORLD UK
of contracts and sales at the smaller end of
the market.
There is huge potential for growth in this
channel: “Last year we saw the largest
increase and organic growth of customers in
our portfolio that we’ve had in the history of
SGD. We had over 1,000 customers join us
through this channel. In the past, when we’ve
wanted to grow by that level, we’ve had to go
out and buy another company – so it’s a
channel we’re very keen to develop.”
Joseph enjoys tackling the challenges that
come his way and is always on the look-out
for any opportunities. “It’s great to be a part
of a company and a team that has a shared
vision. We know where we want to be!”
TALKING TO BEVERLY PEELING –
MARKETING MANAGER
“Everything that is done within different
departments is done to support our common
goals and marketing is no different. We can’t
work on our own!” says Beverly Peeling,
Marketing Manager at SGD.
The Marketing Team link closely with
Sales by developing new products or
“Customer Value Propositions”. This
ensures that SGD offer flexibility as well as
great account management and enables the
sales teams to deliver the propositions that
will grow the company.
This year, increasing the profile of SGD in
the marketplace is a key focus and SGD have
engaged their first PR agency to further this
aim. Although they are well known at the
large end of the market, there is more work
to be done to inform the small- and
medium-sized enterprises.
“There’s a great variety to my role and the
challenges are exciting. It’s great to have these
targets to hit and it’s all full steam ahead to
grow the business!”
A BRIEF HISTORY OF
SHELL GAS DIRECT
SGD started life as Quadrant Gas in 1989 when the UK
gas market first deregulated. Up until this point, UK
businesses were only able to purchase their natural gas
supply from British Gas. Quadrant Gas was a joint
venture between Shell and Esso, and this continued until
1995 when Quadrant purchased another independent
supplier – Gas Direct Ltd. In 1997, Shell bought out
Esso’s share in the business and the next year rebranded as
Shell Gas Direct Ltd.
EUROPEAN
INFLUENCE
In 2003, Shell Energy Europe was
created to manage, consolidate and to
provide greater focus and unification of
Shell’s overall plans for entering new
markets and segments as those
European markets progressively
liberalised and deregulated. As one of
the oldest established deregulated
markets in Europe, UK colleagues at
SGD are often able to share lessons and
best practice with European colleagues.
Mike Hogg, SGD’s General Manager
concluded: “We have come a long
way in SGD over the past two years,
implementing a new IT platform,
stabilising and improving our processes,
whilst restoring customer and
shareholder confidence and staff
morale. We have a professional,
dynamic and energetic team – with 18
nationalities, an average age of 33 and
a wide range of experience and
background. We have started to gain
new profitable business consistently, as
well as having a high customer retention
rate, and look forward with confidence
to bringing SGD to the levels of financial
performance required. SGD is a great
team to lead and belong to, and we are
enthusiastic and determined to become
the profitable number one choice for UK
industrial and commercial gas customers
– whilst sustaining the highest
governance and HSSE standards.”

There are two main concepts tied to customer
loyalty: recognition and trust. And with its
iconic Pecten logo – which has symbolised
the company since 1904 – plus its role in
many important firsts, for example –
powering the first man across the English
channel and its use in the Antarctic by
Shackleton and Scott, Shell must surely
embody both qualities.
“Shell has a really strong heritage, no doubt
at all”, says David Wood, marketing manager
for UK Retail. “In research we’ve conducted,
80% of motorists asked to name a petrol
brand will say Shell. And if you give them a
general list of petrol brands, then 100% will
CHOOSING
SHELL
WHAT dRIvES CUSTOMER LOYALTY? WE SPEAK TO SOME OF
SHELL’S MARKETING, vISUAL IdENTITY ANd CUSTOMER LOYALTY
PROGRAMME PEOPLE TO FINd OUT WHAT THEY THINK…
Redesigning Loyalty
say Shell. The challenge is not to take
advantage of our heritage: we’re current
custodians of the brand so we need to enjoy
the value that it brings, but we also need to
continue the legacy of a brand that stands for
high quality and innovative technology.”
The company is reinforcing this legacy by
associating their brand with carefully
selected programmes. Shell are technical
partners of Ferrari in Formula One, Ducati
in MotoGP and Audi Sport at Le Mans,
providing them with their innovative
premium Shell V-Power fuels (see page 23).
The campaigns are exciting, powerful and
dynamic and Shell, by association, becomes
synonymous with these qualities.
“It’s about tapping into that emotional
excitement and passion that people have for
driving and cars, and making that part of our
fuels. Ferrari, Audi and Ducati bring
excitement to what we offer – after all, fuels
alone are hardly exciting!” Wood admits.
“You’ve got to get people fired up about them.”
There is another rationale for Shell’s
affiliations with Ferrari in Formula One,
Ducati in MotoGP and Audi Sport at Le
Mans: – proving their products in some of
the toughest performance environments in
the world and showcasing that the
SHELL WORLD UK 8

Do we want our customers
to think it is an old,
decaying brand or a new,
improving one?
David Wood
marketing manager, uK Retail
SHELL WORLD UK
technology contained in their fuel is special
– recognition, which will lead to trust from
the customer.
Shell has developed and marketed its fuels
with the customer in mind, noticing that not
all fuels are the same and, in actual fact, that
not all customers are the same either. Shell V-
Power is an acknowledgement that there is
more than one kind of motorist – not
everyone wants the cheapest fuel. So who buys
it? People who want to get the most from their
car – they’re passionate about cars or driving
and buy this fuel because they want a quality
fuel that is designed to help clean their engine
or because they want better performance.
According to Wood, the quality of the product
is what keeps many customers loyal to Shell –
that and the very competitive prices:
“Most people in the UK recognise that Shell
stands for not only quality but also very good
value. On average we offer the cheapest fuel in
the UK compared to our major oil competitors.
So you’re getting high quality fuels at a very
competitive pump price. It’s about listening to
our customers’ needs and wants and, at the
moment, cheaper fuel is important.”
The Shell customer loyalty scheme – The
Shell Drivers’ Club – offers the customer
further savings and another reason to keep
buying fuel at Shell. Customers get a 1p
saving on every 2 litres they buy when they
swipe a Shell Driver’s Club card. Customers
can also take advantage of the Shell
Mastercard from Citi, a co-branded credit
card offered by Citibank which offers 3%
cashback on Shell fuel purchases. According
to Shetal Bhatt, Manager of Payment and
Loyalty in the UK, the scheme remains
“competitive”. “The customer is king,” says
Shetal, “and customers are becoming even
smarter in how they shop for fuel – we’re
seeing a lot of growth in our loyalty card at
the moment.”
Filling up your car, when you’re caught short, is
ultimately down to convenience – most
customers use whichever petrol station they
spot first. But what of customer experience

itself? How do the leading brands compare? BP
has updated the look and feel of its petrol
stations recently and has teamed up with Marks
and Spencer at its “BP Connect” stations. Esso
are also changing their visual identity. However
it was Shell who first introduced a softer, less
industrial look and feel to the petrol stations
image in the fuel retail industry.
Following that lead, Shell have refreshed their
identity and approach to service, through a
project entitled “Retail Visual Identity
Evolution”. It was designed by the Conran
Design Group and launched around the globe in
2006. Shell are applying the new identity to all
newly built and acquired sites and revitalising
some key network segments (such as the
European motorway sites). The UK was a trial
market for RVI Evolution: and one of the first rebranded
sites is located in Wandsworth, South
London. Fabio Trombetta, Global Retail Visual
Identity and Brand Standards Manager, says:
“We have created a fresher, more contemporary
appearance to the branding. There is greater use
of white to enliven Shell’s red and yellow, our key
branding colours, and a strong visual equity that
we want to stand out. We have also introduced
silver as a supporting colour – this is designed to
give a futuristic element to promote the
advanced technology of our fuels and have
dropped the word ‘Shell’ for the Pecten symbol
alone. Research confirms that our brand symbol
receives high levels of awareness and is perceived
as ‘customer friendly’.”
The minimalist approach extends to the
forecourt and shop messaging too. The latter
has been dropped so that only the key
messages are displayed, signage is larger and
The customer is king, and customers are
becoming even smarter in how they shop for
fuel – we’re seeing a lot of growth in our
loyalty card at the moment.
Shetal Bhatt
manager of Payment and Loyalty in the uK
easier to read, and HSSE messages are
prominently displayed with the customer’s
safety in mind. Petrol pricing is a lot clearer
too, in larger characters, on the pole sign.
“This is to indicate honesty and reinforces our
competitive price offer.” says Trombetta.
The Shell brand presence in the UK retail
network is huge, so the way that it looks in terms
of freshness is important. “Do we want our
customers to think it is an old, decaying brand or
a new, improving one?” David Wood asks.
The products sold on forecourts also affect
customer loyalty and the sandwiches on Shell
forecourts have had an overhaul too. Re:
Fresh was launched by Shell to promote
healthy eating on the road and has been a
roaring success, with fresh food sales rising.
Death to the microwave burger!
Holistically, Shell are looking at how they can
make their operations more energy efficient
and how their produce is sourced - for
example, only free range eggs are used in Re:
Fresh sandwiches.
So, Shell is making a concerted effort to give
back to their customers. But are they actually
loyal to the brand?
“Whilst we are a leading brand, our network
in the UK is relatively small”, explains Wood.
“The biggest branded network of petrol
stations in the UK is actually Texaco – but
their market share is about half of ours. We
sell a lot more fuel through each of our petrol
stations than Texaco do through theirs. So we
must be doing something right!”
THREE IS THE
MAGIC NUMBER
Shell has three main customer
loyalty incentive schemes:
Shell Drivers’ Club – a basic
programme which is open to
everyone. It rewards the customer
with at least one point for every
litre of fuel they buy – regardless of
how much*. the club also gives
you a range of rewards to choose
from, including: money off Shell
fuel, airmiles, and points can also
be donated towards CO2 reduction
schemes. * the maximum points a
customer can earn per transaction
is 125.
The Shell V-Power Club is the
premium tier of the Shell Drivers’
Club and works in the same way; if
you buy enough Shell V-Power
fuels you will be invited to join. It
offers more exclusive rewards and
extra points for standard purchases
of Shell V-Power and Shell V-Power
Diesel (where available).
Shell MasterCard, in collaboration
with CitiBank. Designed to reduce
the cost of motoring, it provides
customers with 3% cashback on
Shell fuel purchases, subject to terms
and conditions.
For more information
about this article, or to
submit a Choosing Shell
article idea, contact:
Shellworlduk@shell.com
SHELL WORLD UK 0

PEOPLE &
ENvIRONMENT
SHELL WORLd UK MAGAzINE SPOKE TO dR PAULA CAREY, THE dIRECTOR FOR SHELL
SPRINGBOARd NATIONAL FINAL WINNER CARBON8 SYSTEMS, ABOUT HOW HER
COMPANY WILL HELP US TO REdUCE BOTH WASTE ANd CARBON EMISSIONS IN THE UK.
Robert Williams and Paula Carey of Carbon 8 Systems, with the pellets they produce
1. So your company can turn everyday
landfill into building materials. Is this
true, and how does it work?
“Yes, it is. Basically, we treat industrial waste
– especially hazardous waste like ashes from
waste-to-energy plants – with CO 2, and the
process produces building materials in the
form of limestone pellets (pictured).
“Once produced, these pellets can be used
as a secondary aggregate, engineering fill or
specialist construction materials.
“We can also treat contaminated soil, water
and the waste by-products of various
industrial manufacturing processes.”
2. You are able to reduce carbon
emissions - How do you do this?
SHELL WORLD UK
“Well, the CO 2 capture is an extra add-on
to the solution we provide – basically we use
more CO 2 than we produce in our treatment
process, and the CO 2 that we do produce is
‘locked’ in our product, the limestone
pellets. So, not only do we help companies
deal with their waste management, we do it
in a ‘green’ way that could lead to them
earning carbon credits in the future.”
3. Sounds pretty impressive. Are there
any other benefits?
“There are a few: first of all, the treatment is
very rapid – it only takes a few minutes (as
opposed to days or months with other
technologies). Then, obviously, there’s the
fact that the process renders hazardous
waste permanently non-hazardous or inert.
“Last but not least, this technology could
save our customers (who are mainly waste
management companies, contaminated
landfill companies, civil engineering people,
and so on) a lot of money: namely, about
£100 a tonne – and, as many of them deal
with over 60,000 tonnes of waste a year,
that can lead to up to £6 million in savings.
“Plus, as I mentioned earlier, there’s the
added bonus of the potential earning of
carbon credits.”
4. How was this technology invented
or discovered?
“My colleague and Carbon8 co-founder,
Colin Hill, invented the process while he
was working at Imperial College. It was
discovered completely by chance, actually,
as is often the case in science – he was

working on another project when he
noticed something in the results that later
led to the discovery of our Accelerated
Carbonation Technology (ACT).”
5. Carbon8 Systems has won quite a few
awards over the last couple of years. Do
you find them useful in moving your
company forward?
“Definitely – the Shell Springboard award
has already opened doors for us. It’s not
just the money – although that certainly
does help – but the extra credibility and
validation that you get from being
associated with a high-profile competition
is invaluable. The judges tend to be well
respected and trusted – their endorsement
counts for a lot. All this helps with
breaking into the market, which can be
tough, as it’s a risk-averse industry with
lots of legislation and rules.
“Thanks to the awards, we’re also looking
into a partnership with Kent County
Council to create a pilot project on a local
landfill site. It’s a really positive move for the
business and demonstrates how forwardthinking
our council is when it comes to
tackling climate change.”
6. Have you met lots of other interesting
environmental entrepreneurs? Do you
think environmental businesses are a
growing trend?
“Yes, we’ve met quite a few along the way –
although it seems a lot of them are focusing
on things like light bulbs, vehicle emissions
and fuel… so nothing similar to what we
are trying to do. I did meet a company quite
recently that focused on really small-scale
incineration technologies for dealing with
household waste, though, which I thought
was a very interesting idea.”
7. What’s next for Carbon8 Systems?
“Our next big thing is to find a way, or some
different ways, of capturing our own CO 2
SHELL SPRINGbOARD AWARD WINNER
Carbon8 Systems scooped the top prize in this year’s Shell Springboard National Final
(see pages 25–27 for more information), beating off competition from over 130 other
Springboard entrants throughout the UK.
James Smith, Chairman of Shell UK limited, said, “Carbon8 Systems embodies the
creative thinking that so many of this year’s contenders have shown – combining
business acumen and environmental awareness to best effect.”
For more information about Carbon8 Systems, go to www.c8s.co.uk
to use in our process. We currently have to
buy it bottled, you see, and it is really
expensive and also, ironically, the stuff that
is available is too ‘clean’. Ideally, we’d like to
use ‘dirtier’ CO 2 and we want to find a way
to capture it from landfill sites and power
stations and so on.
“We’re investigating this at the moment,
but technology to capture and store CO 2 is
still only in the early stages of development,
so it is difficult. Still, we are really hoping to
help get it on-stream more quickly in spite
of the challenges.”
8. We hear a lot in the news lately about
our environment and what we need to
be doing to improve the situation. Are
you optimistic about our ability to
work together and find solutions for
these problems?
“To be honest, I’m really concerned that we
are not doing enough. I think our efforts are
still too small-scale and not increasing as
rapidly as they could. I also think we need
to be a lot more practical about it and
recognise the reality of the situation – which
is that ordinary people are more driven by
economics than anything else. We need
solutions that are cost-effective – or perhaps
we should price the environmentally
unfriendly behaviours so high that people
move away from them voluntarily.
“Take the high cost of fuel at the moment,
for example: I know a lot of people are
very, very upset about it – but the flip side
is that it will make people be more careful
with fuel and not make unnecessary
journeys, or forget the heating on in
winter, and so on.
“Environmentally speaking, the fuel hike
may be really beneficial. And this just
illustrates the point that we need to focus
on solutions that are both economic and
practical if they are going to work.”
Dr Paula Carey is a founding
director of Carbon8 Systems Ltd,
and has been working on the
development of accelerated
carbonation for the past 10 years.
She has expertise in aggregates,
rocks and soils in the construction
industry, particularly their
durability in service. She was a
co-author of the review of the
science of stabilisation/solidification
for the Environment Agency.
She is now a principal lecturer at
the University of Greenwich,
School of Science, and is
responsible for the management
of a number of research contracts
within the Centre for
Contaminated Land Remediation.
dr Carey is a chartered geologist
and member of the SCI
Construction Materials Group.
For more information about
this article, or to submit a
People and Environment
article idea, contact:
Shellworlduk@shell.com
SHELL WORLD UK

TECHNOLOGY
& INNOvATION
SHELL v-POWER FUEL IS dESIGNEd TO MAXIMISE PERFORMANCE ANd IMPROvE
COMBUSTION AT THE vERY HEART OF THE ENGINE, dELIvERING GREATER POWER ANd
PERFORMANCE FOR YOUR CAR.
The sport of Formula One
motor racing is constantly on
the cutting edge of technology,
design and performance. It is
some of these characteristics
from one of the world’s most
popular motorsports that
have gone into creating Shell
V-Power fuel. The technology
used in developing Shell V-
Power is the result of years
of testing and tweaking at
Shell’s Technology Centre
in Thornton, Hamburg and
other locations across the
globe, including Maranello,
the home of Ferrari.
3 SHELL WORLD UK
START YOUR
ENGINES!
THE SCIENCE
In a nutshell, as Johanne Smith of Shell
Global Solutions Automotive Fuels
Technology Group, based in Thornton in
the UK, explains, one of the key features of
Shell V-Power is that it is designed to clean
your engine from the first tank-fill. “Over
time, and if you use lower-quality fuels,
tough carbonaceous deposits build up in
your engine. These deposits act like a
sponge to absorb fuel, which not only
weakens the air-fuel mixture under
acceleration but can also affect a car’s fuel
consumption.” Shell V-Power works to
remove these deposits in a controlled
chemical way, ensuring fuel is delivered into
the engine as the designer intended. This
can rejuvenate older engines and help new
engines to run smoothly for longer.
Shell V-Power development has been greatly
influenced through the technical partnership
and a “shared passion for performance” with
Ferrari. One of the most important attributes
of Shell V-Power, Friction Modification
Technology (FMT), is also incorporated into
the Formula One racing fuels that Shell
designs for Ferrari. By increasing lubrication,
crucially, at the piston rings, FMT unlocks
valuable energy otherwise lost to friction. If
friction is reduced, then more of the fuel’s
energy is available to power the vehicle,
improving performance. This certainly helps
the everyday driver, but it’s also not hard to
see why, in a sport where hundredths of
seconds can divide the best from the rest,
Ferrari looks for this sort of advantage.
TECHNICAL PARTNERSHIP
Shell V-Power is developed by the same 50
chemists, engineers and technicians that
work with the Ferrari Formula One team.
Working within the parameters of the
Fédération Internationale de l’Automobile
(FIA), the motorsports governing body,
the Shell project engineers design the fuels,
gear oil and engine oil by working closely
with their counterparts at Ferrari. Each
race weekend, up to seven Shell engineers
pull on the famous Ferrari red jumpsuit
and work alongside the Ferrari crew in the
race paddock, using the state-of-the-art
Shell trackside lab to analyse, test and

provide instant feedback to technicians on
the condition of the Shell V-Power race
fuel. By doing so, Shell can assure Ferrari
that the fuel is providing maximum power
and performance at all times within the
tightly controlled compositional
parameters set by the FIA.
Shell uses its technical partnership with
Ferrari as it is one of the world’s toughest
testing environments, which helps Shell
engineers to take what they learn about from
the track and transfer it to the road for the
benefit of millions of Shell customers.
Richard Karlstetter, Global Technology
Manager Racing Fuel, Shell Global Solutions,
says: “Shell’s involvement in motorsport at
the highest level is an integral part of our
extensive Research & Development
programme and is a key contributor to
continually improving our fuels.”
For the last decade, Shell’s technical
partnership with Ferrari has produced
phenomenal results on the race track. “Shell
has powered Ferrari to many Formula One
constructors’ and drivers’ Championships,
demonstrating why Shell V-Power race fuel is
so important to giving us our competitive
edge in Formula One,” says Felipe Massa,
Scuderia Ferrari Driver. It is not as well
known, but Shell’s technical partnership with
Ferrari’s road car department is just as strong.
Every Ferrari that leaves the production line,
from the 612 Scaglietti to the newly launched
430 Scuderia, is fuelled by Shell V-Power and
lubricated by Shell Helix.
PROMOTING THE PRODUCT
Today, Shell V-Power is available in more
than 60 countries globally. Launches in new
and emerging markets are where Johanne
Smith’s role is crucial, and she tends to travel
quite frequently.
Whilst the travelling can expose you to a
number of different markets and cultures, Jo
I do like the travel experience, but for me, the
exciting part is seeing the product right through
from development to testing and finally
launching in a new market.
Johanne Smith
Fuels Scientist
gets a lot more out of her role: “I do like the
travel experience,” she says, “but for me, the
exciting part is seeing the product right
through from development to testing and
finally launching in a new market. I also get
to work with a team of experts spread across
the world – from Thornton to Hamburg,
Houston and Kuala Lumpur – so you do
feel you’re part of something special.”
Jo’s fuels background enables her to provide
expertise at launches in new markets as well
as training local staff, from marketers to
regional distributors and forecourt
personnel. “It’s more on the retail side than
pure science, but promoting the technology
can be very rewarding,” she says.
It is this technology that saw Shell
recognised with a special award for technical
excellence and innovation by Ferrari in
2007. The Ferrari Innovation Award is one
of just four accolades presented by Ferrari
each year, shared out between more than
600 partners and suppliers. The award
recognised the particularly high standards of
excellence, innovation and product
development offered through the technical
partnership with Shell.
MOvING AHEAD
Looking forward – and there is usually little
point in looking back in Formula One –
Ferrari will continue to receive support
from Shell. During the 2005 San Marino
Grand Prix weekend, Shell signed an
agreement that takes the long-standing
technical partnership through to at least
2010 – and you can be sure that every
kilometre on the track will benefit Shell’s
road products. Shell technical staff will
continue their valuable contribution to the
Shell Formula One programme with
Ferrari, using this unique opportunity to
take the learnings on the track and transfer
them directly to the products available to
customers, such as Shell V-Power fuel.
FAST FACTS
• Shell’s relationship with Enzo Ferrari
began in the 1930s. Having started
his career as a racing driver, Ferrari
ran the Factory Alfa Romeo racing
team. During this time Shell became
one of Scuderia Ferrari’s first ever
technical partners.
• Ferrari has won 12 Formula One
drivers’ and nine constructors’
Championships with the support
of Shell.
• Shell V-Power fuel is sold in over 60
countries, with different formulations,
as appropriate to local conditions.
• the unique composition of Shell V-
Power is designed for high-efficiency
combustion, thereby helping to
maximise engine performance and
improving acceleration.
• Every year, Shell blends over 200,000
litres of fuel for Scuderia Ferrari race
and test teams.
• It is not only Shell V-Power that is used
by Ferrari, but Shell Helix and Shell
Spirax products are also used in the
race and road cars.
• As races on the 2008 Formula One
calendar come and go, Shell’s work
will not cease. Shell will continue to
seek improvements and innovation to
stay out in front.
For more information about
this article, or to submit a Technology
& Innovation article idea, contact:
Shellworlduk@shell.com
SHELL WORLD UK

SHELL IN THE
COMMUNITY
MEET SALLY GOLd, WHO MANAGES SHELL’S SOCIAL
INvESTMENT PROGRAMME IN THE UK.
Images from Shell Education Services
Family Science Day, June 30 2008
Shell Centre, London
5 SHELL WORLD UK
After joining Shell as a graduate, Sally worked
in a number of different business roles – first in
supply chain management, and then in
marketing for consumer lubricants. She is new
to her current role in Social Investment and
intends to let all Shell UK employees know
about the exciting volunteering opportunities
open to them – as well as more about what she
spends Shell’s money on …
Do you think that people will be surprised to find out the
extent of Shell’s Social Investment programmes?
“Yes, they may be, but thousands of people each year have
had first-hand experience of what we are up to.
“Our main programmes target very specific sectors – Shell
Springboard provides no-strings seed funding for small
businesses with a product or service that can tackle climate
change – so within that industry or arena, Shell Springboard
is quite well known.
“Shell Education Service, which supports the teaching of
investigative science to over 50,000 primary school kids a year
through interactive science workshops, is well represented, for
example at the Association for Science Education (ASE)
conferences in England and Scotland. Science and primary
school teachers know about us, and, through the workshops, a
lot of parents know about us as well.
“In Shell Livewire – a young entrepreneurship programme
– we’re an established name in the small business and
enterprise community.
“And Shell Step, which matches undergraduates with
small businesses through the summer holidays, is
well-known in universities.
“If there’s a key message to Shell staff that I want to get across,
it’s that we are doing things with a lot of impact, so please go
find out about them! If I can achieve one thing in this role, it
will be that everyone in Shell UK understands what we’re

We are working with organisations from
different fields where there is a genuine
need for support.
Sally Gold
Social Investment, Programme manager
doing, contacts us with their feedback,
challenges us and becomes an advocate for
our activities. I want us to stop being shy
about what we do.”
What are the benefits of publicising these
programmes?
“I think one big benefit is that our employees
tend to place a lot of value on this sort of
thing. Mori survey data clearly demonstrates
the importance of social investment practices
to employees: almost nine in ten (86%)
British workers believe it is important that
their own employer is responsible to society
and the environment, with over half (55%)
feeling that it is ‘very important’.
“For our customers, knowing they are buying
from a company that makes a wider
contribution to society can reinforce their
purchase decision - and, obviously, it’s
important to our shareholders to know that
we’re acting responsibly too.
So this is more than just lip service– it’s a
genuine desire to help?
“Absolutely! Look at the impact of the
programmes – for example, Shell Education
Service has been running for over 50 years
and is well recognised in the education
community. We’ve just registered with the
Science Technology Engineering and
Mathematics programmes directory, which
means that our programme will be endorsed
to all primary school teachers across the UK
– which is a good indication of its value.
“We’re not imposing programmes on
people, but working with organisations
from different fields where there is a
genuine need for support. The extent to
which we’re embedded in these fields is an
indication that we’re delivering quality
programmes that are valued.”
Can staff get involved?
“Yes – aside from these national programmes,
we’re building up volunteering opportunities
at different locations, and these are becoming
more business-focused. All Shell locations are
full of skilled staff, so as well as more generic
activities, we are also interested in matching
our people up with a project that uses
their skills.
“And that’s the way I’d like to move things
forward, eventually offering these
SHELL WORLD UK

opportunities nationally. It’s been easy to set
up in central London, as we are surrounded
by a high density of organisations with
demand for our skills – but we want to make
sure that we offer opportunities to everyone
at Shell, wherever they’re located.”
Where do people find out about these
opportunities?
“Information is available on our website –
please check it out at: www.shell.co.uk/
socialinvestment. Anyone from Social
Investment would be happy to talk to
interested individuals or teams within Shell,
especially those who are customer-facing and
want to be equipped to explain what we do.”
When people raise money independently,
why don’t Shell double that money – why
do they only match it to a certain amount?
“We could cancel all of our Social
Investment programmes tomorrow, and use
our funding to double what everyone raises
for all the different charities they support
instead, certainly.
“I know that some companies do that and
only that – but what are those companies’
strategies for charitable giving? We believe it’s
important that we have a strategic direction
in what we’re doing, so people know what
Shell stands for – namely, for science, for
education, for innovation and for creativity.
We’d rather focus where we’re spending and
have a bigger impact in those areas.”
7 SHELL WORLD UK
You’ve come up through the businesses –
do you think that this has given you a
different perspective?
“I think so. Social Investment is a cost to the
business – we’re not income generating and
I’m very conscious of that. I know how
competitive the market is in the UK, having
worked in Downstream until recently. We do
give money away for donations, but, through
delivering our own programmes as well, we
can be sure where that money is going and
measure the impact it is having.”
Have you met some interesting people?
“The range of areas that we touch means I’ve
come into contact with lots of different people
– from the science field to the university
spectrum. I also deal with Shell’s corporate
sponsorships as well – our most exciting one at
the moment is Launchpad at the Science
museum – the team are so inspiring and very
passionate about their work. And there, you
can really see where Shell’s money has had an
impact – for example, it has helped the
museum to run an outreach programme to
schools outside London and in the northwest,
Aberdeen and Fife.
“I’ve also enjoyed meeting people from our
Shell Education Services workshops where
I’ve played with the kids or have met some of
the small businesses who are applying for our
Springboard programme. Also the different
Shell people I’ve come into contact with.”
vOLUNTEERING
AT SHELL
There are a range of volunteering
opportunities available. These vary around the
UK, ranging from supporting children in a
local school with their literacy, to providing
advice to a small business or charity. Each
programme requires different skills, time and
eligibility, and there is one tailored for
everyone’s needs and competency
frameworks. See below for some examples
from Shell Centre:
Literacy partners
Supporting children in local primary schools on
a one-to-one basis, encouraging them to
express themselves through a variety of
methods, including reading and board games.
Student mentoring
Mentoring students at local secondary
schools, supporting them during a very
demanding time when they need to focus on
achievement and are also developing
emotionally and physically.
National Mentoring Consortium
Mentor an ethnic minority undergraduate in
order to improve their personal and
professional skills and prepare them for the
world of work.
Arts and Business Board Bank
An opportunity for business managers to
take their place as non–executive trustees
on the boards of carefully matched, not-forprofit
arts organisations.
Getting Onboard
Senior executives become board members of
charities, schools or public bodies.
Generating Genius
Encouraging under-privileged, talented
students to aspire to a profession in various
fields of scientific endeavour and assisting with
their development.
Social Mobility Foundation
Managing the placement of students for
a period from four to six weeks during the
summer period.
Small Business and
Charity Mentoring
Providing advice to small businesses/charities,
including teaching them how to create a
business plan, effective problem solving,
communications methods and financial
management skills.
Shell staff can find out more about
volunteering their time by contacting their local
community relations’ manager or by visiting
www.shell.co.uk/socialinvestment

OUT OF
HOURS
SHELL PEOPLE GET UP TO SOME AMAzINGLY dIvERSE ACTIvITIES OUTSIdE WORK.
OUT OF HOURS TAKES A LOOK AT THREE INSPIRING STORIES.
I need to make three ghosts
appear, including a 10ft
‘Christmas Yet to Come’ ghost.
“It all started at a magic shop in Blackpool,”
says Stuart Harley, Senior Application
Developer for Visual Media Services and the
brain behind ShellTube. “It was during our
summer holidays when we were kids and the
shop was like an Aladdin’s cave – full of tricks
I wanted to decode.”
Stuart’s interest in magic has since flourished
over the years and he developed a deep interest
in Houdini, his life and works. He has become
such an authority on the subject that he
lectures at Magic Circle events at a national
level and was asked to talk live on the BBC in
March this year.
Houdini has clearly been an inspiration for
some of Stuart’s own tricks, which have been,
by his own admission, “death defying”.
Among these are the “bullet catch” – a routine
which uses an air pistol and dart rather that
live ammo but is potentially lethal
nonetheless, and feats of escapology
involving straitjackets, ropes or handcuffs.
Most terrifying of all was a stunt involving a
locked water-filled milk can, which was
Stuart Harley
featured on ITV1 (see Stuart’s website for the
link: www.stuartharley.co.uk). This resulted
in Stuart’s only close call, when a nervous
assistant inadvertently left him trapped under
a quarter of a tonne of water for two minutes!
So how do you practise cramming yourself
into a milk can? “It’s more about training
yourself mentally, though I am supposed to
go to the gym!” says Stuart. “If you can close
your eyes in a confined space and not baulk at
the quiet and dark, you’re halfway there. It’s a
timing and precision thing and about having
the bottle to see it through.”
All this must surely inflate his life insurance?
“Luckily I’m a member of Equity, as I am also
into amateur dramatics, so they help fund my
life insurance and deal with the public liability
part of things.” His love of escapology seems
to be hardest on his family and people that
know him, especially his mother, who has
witnessed the milk can act. “She knows I’m
sensible though,” Stuart smiles.
There are certainly more
tricks up Stuart’s
sleeve. He plays a
mean sleight of
hand and his
stage show
involves
Hocus, Pocus.
“close-up magic”, such as card tricks and
light entertainment. He has even been hired
to perform at functions by Shell. This style of
illusionist magic has opened up another
avenue to him: stage shows. He was recently
asked to be magic adviser on a stage
production of The Witches of Eastwick in
Brighton and is currently working on a
production of Scrooge.
“I need to make three ghosts appear, including
a 10ft ‘Christmas Yet to Come’ ghost. It’s a lot
of fun, though – the use of magic in theatre is
becoming a lot more prevalent.”
Stuart is very modest and shyly admits to
having had a screen test for Channel 4 in the
past. “I wouldn’t want to be recognised, that
sort of thing isn’t for me. The world of celebrity
magic is really very strange and full of bizarre
people – a bit like the film Magicians featuring
David Mitchell and Robert Webb. Nobody
gives their real names and you don’t really
know who anyone is. I’m happy with my
theatre work and stage shows – they’ve
taken me all around the world,
which is great!”
SHELL WORLD UK 8

It makes you appreciate how
important it is to
communicate with people in
a way they understand –
you’ve got to be a bit more
economical with language.
SHELL WORLD UK
Penny Walker
One of the main reasons that Penny Walker,
a Local Onboarding Officer in London,
started to learn British Sign Language (BSL)
two years ago was because she grew up with a
deaf aunt and uncle. “I was scared of my aunt
as a child,” Penny admits, “and couldn’t
communicate. But as I grew up, I realised she
was hysterically funny, had no problem
conveying humour and used a lot of what I
thought was ‘mime’ to help you understand.”
So how do you convey humour through
sign? “It’s the same, although you become a
lot more aware of your facial expressions as
you can say so much with them.
If you’re happy about
something, you’ve got to
have a really animated, happy face.”
Penny continues: “When I’m studying for
exams, I find I get in the habit of
exaggerating my facial expressions all the
time, which some people find a bit alarming.
You also become better at reading people,
deaf or hearing. You become more aware of
people’s expressions and body language.”
Learning sign language is very different to
learning a foreign language. “It makes you
appreciate how important it is to
communicate with people in a way they
understand – you’ve got to be a bit more
economical with language. I find it easier
than a foreign language, though, because you
don’t have to worry about sentence structure
or your accent. With sign, if you don’t know
a word, you can convey it through action or
finger spelling. Or guesswork!”
Interestingly, sign language is not the same
universally – most countries have their own
version. “You don’t usually learn the local
‘dialect’ in a foreign language course, but
with sign language, you would. Even within
BSL, in this country there are noticeable
regional changes.” Ultimately, a lot of sign
language seems to be about common sense
and making a gesture to fit the word: “I do
sometimes feel like I’m playing an
extended game of charades!” says
Penny.
So what are the benefits of
learning sign language,
especially if you’re not deaf?
Penny has developed an
awareness of deaf culture
and history through the
course, and was surprised
by the discrimination that
deaf people have endured,
Penny’s local sign language teacher and class
Gimme five
even as recently as the late twentieth century.
“When I was younger, I couldn’t understand
why family didn’t communicate with my
aunt via sign language. Now I know that
signing was rarely used outside the deaf
community and families were expected to
enforce oral communication as taught in
school. There may have been an element of
embarrassment around it – deaf people were
often perceived to have learning difficulties
or to be stupid. People are scared of
differences.”
Another benefit is that it’s a lot of fun: “It
takes your mind in a different direction.
Doing all the facial expressions and body
language brings shy people out of their shell.
It’s fun because you tend to exaggerate things
and it all becomes a bit dramatic!”
To progress her sign language skills, it is
essential that Penny practices on a regular
basis, so she is spending more time within
deaf society – a daunting prospect when
faced with so many proficient people. Ideally,
she would like to form a conversation group
within Shell and would like to hear from any
fellow BSL practitioners out there – so please
get in touch with Penny if that’s you.
If anyone wants to learn sign language,
visit your local adult education centre.
We’d love to hear from you – if you would like
to be featured in a future article, or have any
questions or feedback please e-mail us at:
Shellworlduk@shell.com
See page 3 for our full contact details.

Martin Morley
Martin, a Well Cost Controller for
Exploration & Production, trained during
the evenings and weekends for 15 months
before taking up a position as a Justice of
the Peace (JP) in Grampian, Highlands and
Islands. The training involved visits to
prisons and other groups involved in the
justice system, as well as classroom work.
“Visiting the prisons and listening to the
wardens was invaluable,” he says. “It was the
first time that any of my group had had
experience of such places and it was an eye
opener to see where I could be sending
people once I’d qualified.”
You need to shrug off the
conscience and develop a sense of
detachment. Still, when I lose the
butterflies I get before each day in
court, I’ll stop sitting.
Order in the court!
Now qualified, Martin has the power to fine
an offender up to £2,500 depending on the
type and nature of the offence or, if
imprisonment is the appropriate disposal,
60 days per offence.
“You have to remember that the people
that you are dealing with are real people.
Court isn’t something that can ever be
taken lightly.”
Martin appears in court between 12 and 15
times a year. Court convenes at 10:00 after a
briefing from the Clerk of Court, who gives
an overview of the day’s business. “It’s a
good opportunity to spot the unusual case
so that you can be better prepared later on.
No one wants to run into the ‘man bites
dog’ case, especially when there may be
press in the courtroom! The other
nightmare can be the ‘Perry
Mason’ case, when the accused
represents himself,” Martin
says. “I remember one case
where a farmer was
accused of letting his
cattle stray onto a
busy road. He
spent 20
minutes
convincing
mainly himself
that the
witness didn’t
know the
difference
between a
cow and a
deer.
Unfortunately, he had not really been
paying attention, as the witness was a Chief
Veterinary Officer. We were all in baffled
hysterics!”
This role is voluntary – so why does Martin
do it? “Being a JP provides a great
opportunity for the average person to
become involved in the justice process in
their local community – and represent the
voice of the man on the street. I live locally
and understand what concerns people here.”
Martin is certainly one of the best people
for the job, thanks to his extensive
community work: he sits on the committee
of the local Royal Naval Association and Sea
Cadets and is also a parish counsellor for his
village. “Being a JP is a great way to
embrace civic duty and give something
back,” he says.
However, Martin does stress that those
without good listening skills and an open
mind need not apply. “You cannot
discriminate against anyone as a JP and you
must give everyone a fair hearing –
common sense, really. I have been surprised
at how the press can misrepresent an
offender and their situation – we get the
whole story when they appear before us and
it’s usually very, very different.”
Has he ever regretted sentencing anyone?
“No, I do consider each case carefully. I
used to go home racked with guilt when I
first started – if I had banned someone from
driving, for example, and knew they may
lose their job because of it. But you need to
shrug off the conscience and develop a sense
of detachment. Still, when I lose this, and
the butterflies I get before each day in court,
I’ll stop sitting.”
SHELL WORLD UK 30

Shell’s approach to Social Investment goes beyond our commitment to corporate social responsibility, which is embedded in the way
we carry out our day-to-day business. We also want to make a wider contribution to the future of UK society. Our Social Investment
programmes focus on core themes - science, education, innovation and creativity. We believe these will play a central role in the UK’s
ability to meet many of the most pressing challenges facing society, not least in meeting growing energy demand in sustainable ways.
S h e l l e d u c a t i o n S e r v i c e
Shell Education Service (SES) supports the teaching of science to young children in a hands-on, investigative way.
Established by Shell more than 50 years ago, SES delivers fun, interactive, investigative science workshops to over 50,000 primary school children every year.
In addition, fun family science days and teacher training days aim to encourage and inspire young children to explore and question science. These hands-on
investigations will hopefully help to arrest the declining numbers of young people taking these science subjects on to further and higher education. To find out
more, please visit: www.shell.co.uk/ses
S h e l l S p r i n g b o a r d
Shell Springboard gives a financial boost to innovative, commercially viable business ideas that tackle climate change.
The programme encourages a positive business response to the challenge of climate change by providing a no-strings financial boost to small business
with innovative products and services that could help reduce greenhouse gas emissions and really make a difference. For more information, please see:
www.shellspringboard.org
S h e l l S t e p
S h e l l l i v e w i r e
Shell Step creates tailored placements for undergraduates in small firms, helping convert their knowledge into practical applications.
Shell Step helps young people develop business skills and move from the world of study to the world of work. The programme provides summer work placements
with small companies to more than 600 students each year. Students gain highly relevant and meaningful business experience which makes significant impacts
on companies’ bottom line. It is a unique scheme which carefully matches students with small businesses, gives them responsibility for a real piece of work and
offers training and support along the way. To find out more, please see: www.step.org.uk
Shell LiveWIRE provides tools, guidance, support and encourages collaboration among young entrepreneurs.
The programme enables young entrepreneurs to access free online tools, information and advice as well as providing the opportunity to join a global network
of people just like them, who understand the challenges they face. These entrepreneurs must overcome obstacles together to create the innovations, jobs and
wealth of tomorrow. Our support flows from a belief in the need to foster a spirit of entrepreneurship and cooperation across the UK as this is vital to local and
national economies. Created over 25 years ago, the programme has become a highly valued and well-used source of insight and advice, which has been
extended to a further 22 countries. To learn more, please go to: www.shell-livewire.org
S p o n S o r S h i p S
c o m m u n i t y r e l a t i o n S
Shell has operated in the UK for over 100 years and our sites and offices have a long history of contributing to local communities where we are particularly keen
to support projects in consultation with our neighbours. Support is given to a wide range of people and organisations from local schools and technical colleges to
environmental groups and the arts. Employee engagement is at the heart of what we do and we have a wide selection of volunteer programmes which allow staff
to become involved in their local community. Shell invests, supports and champions community initiatives throughout the UK, especially in those areas close to our
sites - at Aberdeen, Bacton (Norfolk), Chester, Ellesmere Port, Glasgow, Mossmorran and Braefoot Bay (Fife), St Fergus (Aberdeenshire), South London (Lambeth &
Southwark) and Wythenshawe.
Inspiring creative thinking is fundamental to Shell’s success as an energy company. We operate in a complex environment, where demand for energy is
accelerating while supplies of responsible and sustainable energy become increasingly difficult to secure. To overcome these challenges and deliver progress
to our customers, we have to employ creative thinking and persistent problem solving. We think it’s important to encourage creative thinking and intellectual
curiosity in all areas of society. That’s why we support some of the country’s most inspiring organizations, including: Science Museum, Rotunda Museum,
Natural History Museum, Southbank Centre, Geological Society and National Theatre.
3 SHELL WORLD For UK further information, please see our website: www.shell.co.uk/socialinvestment