mars b produces first oil

ALUMNINEWS
PUBLISHED FOR SHELL ALUMNI IN THE AMERICAS | WWW.SHELL.US/ALUMNI
PRECISION PLANNING
LIDAR-equipped planes,
GPS trucks improve well
pad design.
MARS B
PRODUCES
FIRST OIL
PAGE 4
JUNE 2014
FOSTERING
COLLABORATION,
PRODUCTIVITY
POTENTIAL OF
LIQUIDS-RICH
SHALE
Connect Program creates
innovative workspaces.
Shell Canada achieves
production milestones at
Fox Creek in Alberta.
SHELL NEWS
A WORD FROM
OUR EDITORS
We have great news to share in this issue
of AlumniNews magazine—production
has begun from the Mars B development
through Olympus. This is our seventh, and
largest, floating deepwater platform in the
Gulf of Mexico, and we’re bringing you
articles on everything from production
details to the technology and people who
made Mars B happen. Also in this issue,
we have articles on how LIDAR-equipped
planes are improving the design of well
pads in Canada, major production
milestones at Fox Creek in Alberta and
an innovative base oil Shell created from
clean-burning natural gas.
CONTENTS
2
In our Alumni Features section, we hope
you enjoy reading about two alumni who
are applying their corporate learnings in
the classroom and an alumnus who
played a small part in the success of the
Olympic Games in Sochi, Russia. Also
make sure to check out the regional
section of the magazine for more news
of interest, as well as updates on alumni
activities.
As always, if you have a story idea
for our Alumni Features section of the
magazine, please drop us a line.
Email and address details can be found
on page 16. We want to hear from you!
Amanda Accardo and Hanneke Foppes
Editors
AlumniNews magazine
YOU ASKED. WE DELIVERED.
Visit www.shell.us/alumni for
everything alumni.
Need forms? Want back issues of
AlumniNews magazine? Visit our Shell
alumni website for helpful links and phone
numbers and the latest news on Shell. Also,
drop us a line at [email protected]
to give us feedback and tell us what you’d
like to see on the site.
ALUMNINEWS
AlumniNews is published for Shell US and Canada.
Editors:
Amanda Accardo, Hanneke Foppes and Jill Vitols, Shell Communications
Writer/copy editor:
Susan Diemont-Conwell, Torma Communications
Design:
Shell Creative Services
Shell Human Resources:
Susan Bialer Sullivan and Alicia Gomez
GO GREEN
Sign up to receive the newsletter electronically by
visiting www.shell.us/alumni. While you’re there,
read the latest news and information about Shell.
Thank you to those who have already chosen to go green!
03
Precision planning
03
New lubricants program launched
04
First oil at Mars B
05
Real-time collaboration for better, faster decision-making
06
It’s in their DNA
11
Fostering collaboration and productivity
12
Creating motor oil from natural gas
13
Protecting wildlife
13
Production milestones at Fox Creek
14
Making the games happen
15
Sharing corporate learnings in the classroom
LIDAR-equipped planes, GPS trucks improve well pad design.
Hyundai and Quaker State put customers first.
Shell begins production from the largest, floating deepwater platform
in the Gulf of Mexico.
Integrated Operations Center shares real-time offshore data
with onshore experts.
Shell’s deepwater experience runs deep.
Connect Program creates innovative workspaces.
Shell PurePlus launches in the U.S.
Shell Canada offers a ‘hopping’ hand at Carmon Creek.
Exploration project taps into potential of liquids-rich shale.
Alumnus plays a part in success of Sochi Olympics.
Alumni enjoy second career as adjunct professors.
SHELL NEWS
3
PRECISION PLANNING
LIDAR-equipped planes, GPS trucks improve well pad design
What is the minimum area of land
needed for a fit-for-purpose well pad?
Which location will require the least
amount of construction materials?
How can rainwater be most efficiently
drained?
Shell engineers who design well pads
(the plots of land cleared for drilling rigs)
ask these types of questions every day.
For years, the answers relied heavily on
intuition from seasoned veterans with
years of construction experience. But,
with time constraints and increasing
complexity of modern wells, Shell
wanted to take the guesswork out of well
planning. The company is doing this
through the use of laser-mounted aircraft
and GPS trucks that help map, dig and
build well pads.
“Previously, it was only after the trees
were removed that the topography of
a location was truly understood,” says
Daniel Martindale, Civil Earthworks
design lead, Shell Canada. “This
would often lead to a realization like,
had the well pad been located 20
meters to the north, less space would
have been needed. That’s all changed
with the implementation of our LIDARbased [light detection and ranging]
design system and GPS-enabled heavy
equipment.”
More precise well pad design reduces
the material needs for construction and
often requires less land to deliver the
product. Additionally, through the use of
onsite water management, the Civil
Earthworks team is actively working to
decrease carbon dioxide emissions and
the use of water, ultimately achieving net
neutral land disturbance.
How the technology works
Achieving a more precise well pad
design begins with a plane rigged with
LIDAR equipment. The plane flies over
the asset of interest, bouncing millions of
laser pulses off the ground and recording
the “northings” (northward-measured
distance), “eastings” (eastward-measured
distance) and elevations for points at a
density of up to 100 per square meter.
Shell’s geomatics group then evaluates
the data and digitally removes vegetation to create a bare earth map that can
then be used by Civil Earthworks.
The information gathered by the plane is
uploaded into a 3D modeling software
program and evaluated. The Issued for
Construction (IFC) drawings produced
from this data helps drilling, completions
and facilities groups better understand
the usable area of the well pad by
providing detailed information about
dimensions, access points and surface
grading. The program calculates the
exact size of site needed, the amount of
materials needed for construction and
stores all of this information.
Once finalized, the designed well pad is
transferred to a USB flash drive and
taken to the field where it is uploaded
into the computer systems of all of the
heavy equipment like scrapers and
graders. The blades on these machines
are then automated and programmed to
cut slopes, berms, fill-slopes and ditches,
exactly as detailed in the uploaded
design.
THE COST SAVINGS
Detailed analysis of 50 well pads in
Groundbirch, Calgary—built using
conventional construction methods
versus laser and GPS-enabled
methods—revealed significant cost
savings:
Average construction costs dropped
by $198,000 (29%) per well pad
with LIDAR design-and-build methods.
In its introductory year (2013),
11 well pads built with the new
technology saved a total of
$2.2 million.
In the future, Shell Canada’s Civil
Earthworks will apply the LIDAR-based
design-and-build method to approximately 51 well pads in 2014 for a
potential savings of $10.1 million.
of how we are eliminating waste within
the organization here at Shell,” says
Martindale. “We are no longer building
sites bigger than they have to be and are
only ordering materials that are needed
to complete the job.” «
“Laser-mapping” generates precision images
of land intended for well sites.
The new technology saves an average
of 29% per well pad over conventional
methods. In 2013, 11 well pads built
with the new technology saved a total
of $2.2 million. “This is a great example
NEW LUBRICANTS PROGRAM LAUNCHED
“No one knows motor oil better than
Quaker State, and no one changes oil
in Hyundai vehicles better than
Hyundai dealership technicians,”
the automaker said in its February 28
press release.
in the U.S. are providing Quaker
State-branded motor oils in the vehicles
they service, and Quaker State is the
primary supplier of initial motor oil
for Hyundai vehicles as they roll off
the assembly line.
Today, Hyundai dealers participating
in the new Hyundai Lubricants program
According to Shell Lubricants Global
Key Accounts Vice President Steve
Reindl, a shared focus on putting
customers first makes this U.S.
dealership program a natural fit.
“More than 200 Shell Lubricants
scientists around the world work every
day to create innovative products.
We are pleased that Hyundai’s
customers in the U.S. can benefit from
our Quaker State products.” «
4
SHELL NEWS
MARS B PRODUCES FIRST OIL
In February, Shell began production from the Mars B development
through Olympus—the company’s seventh, and largest, floating
deepwater platform in the Gulf of Mexico (GOM).
It’s the first deepwater project in the GOM to expand an
existing oil and gas field with significant new infrastructure,
which should extend the life of the greater Mars basin to 2050
or beyond. Combined future production from Olympus and the
original Mars platform is expected to deliver an estimated
resource base of 1 billion barrels of oil equivalent (boe).
“With two large platforms now producing from the deepwater
Mars field, this project demonstrates our deepwater project
delivery and leadership,” says John Hollowell, executive vice
president, Upstream Americas Deep Water. “We safely
completed construction and installation of the Olympus
platform more than six months ahead of schedule, allowing us
to begin production early from the development’s first well.
Olympus is the latest, successful start-up of our strong portfolio
Mars B should extend the life of the great Mars basin to 2050 or
beyond. Combined future production from Olympus and the original
Mars platform is expected to deliver an estimated resource base
of 1 billion barrels of oil equivalent.
OLYMPUS BY THE NUMBERS
The Olympus platform is located in Mississippi Canyon in
approximately 3,100 feet (945 meters) of water.
Olympus is positioned within a few miles of two other
production platforms, Mars and Ursa.
The Olympus tension-leg platform (TLP) has 24 well slots
and a self-contained drilling rig.
The Mars B development is located about 130 miles
(210 kilometers) south of New Orleans.
During the construction phases, the Mars B development
involved more than 25,000 personnel in 37 states.
192 people will live and work on the Olympus platform.
Shell discovered the Mars field in 1989; production
began in 1996.
The development’s reservoirs are located at a subsurface
depth of 10,000 to 22,000 feet (3,050 to 6,700 meters),
which is approximately 2 to 4 miles (3 to 7 kilometers)
below the sea floor.
The Olympus TLP is more than two times larger than the
Mars TLP, weighing over 120,000 tons—heavier than
300 Boeing 747 jumbo jets.
of deepwater projects around the globe, which we expect to
generate substantial value in the coming years. Deepwater will
continue to be a core growth opportunity for Shell.”
The Mars B development owes its existence to dramatic
advances in seismic technology over the past decade,
including an important new technology, called “ocean-bottom
seismic,” which allows geologists to see formations below salt
more clearly than ever.
Following the start-up of BC10 Phase 2 in Brazil last October,
this is the second major deepwater project to go live in the last
four months. “It’s an exceptional achievement, made possible
through the professionalism and dedication of all who are
working on deepwater projects,” says Robert Patterson, vice
president, Deep Water Projects, Projects and Technology. «
SHELL’S GLOBAL DEEPWATER LEADERSHIP
Shell is looking to build Deep Water into a cash engine for
the company by the end of the decade. This means
continuing to bring a steady procession of new projects to
fruition in locations like the Gulf of Mexico (GOM), Brazil,
Nigeria, Malaysia and the Philippines and increasing
activities to unprecedented levels.
In the GOM, progress on the 50,000 barrels of oil
equivalent per day (boe/d) Cardamom project (Shell 100%)
continues toward a 2014 production date, and work is
underway on the 50,000 boe/d, deepwater Stones
development (Shell 100%) following the final investment
decision last May.
Shell boosted its production at BC-10 in Brazil with the
start-up of Phase 2 in October 2013, and the company
successfully bid and signed a production-sharing
agreement for the giant Libra field, potentially one of
the largest deepwater oil accumulations in the world.
“For 2014, we look forward to major project start-ups,
including Mars B and Cardamom in the deepwater Gulf
of Mexico and Gumusut-Kakap in deepwater Malaysia—
all adding to our deepwater leadership position,” says
CEO Ben van Beurden in a recent quarterly results
message to staff. «
SHELL NEWS
5
REAL-TIME COLLABORATION FOR
BETTER, FASTER DECISION-MAKING
Integrated Operations Center shares real-time offshore data
with onshore experts
Control Room Operator Greg Guice used to take a 40-minute
helicopter ride to a production platform in the Gulf of Mexico
(GOM) to perform his job. Today, he rides an elevator to the
22nd floor of One Shell Square in New Orleans.
That’s because Guice can perform the same duties—from
pressure and safety checks to ballast control and equipment
operations—all from the Olympus Remote Control Room
(RCR), where connection to the platform via fiber optics
allows shore-based team members to see the same data as
their offshore counterparts.
The RCR is part of the Olympus Integrated Operations
Center (IOC), an innovative, collaborative work environment
that aligns people, work processes and technology so GOM
asset teams can better plan activities and improve decisionmaking.
From vision to reality
The Olympus IOC is the realization of a vision for a new,
more collaborative way of working that first took hold eight
years ago when project leaders began design plans for
Shell’s newest tension-leg platform.
Jay Trussell, Olympus operations manager, and Marc Chevis,
Upstream Americas integrated deepwater operations manager,
envisioned an environment where the operations team
offshore and the engineering and technical support teams
located in offices at One Shell Square could work more
collaboratively to solve problems.
When Chevis joined Shell in 2006, bringing years of
systems integration expertise, he developed a pilot project to
experiment with remote operations with the Brutus platform.
“We ran the pilot for six months in late 2007 and realized
that using the right technology infrastructure and work process
redesign, we could let the asset focus on execution of work
and the remote organization focus on things leading to that
execution and real-time technical support,” Chevis says.
Collaborative work environment
From his desk at the Olympus IOC, which opened in
November 2013, Trussell can see inside the RCR, where
operators like Guice work 24/7. He can also view members
of the surveillance engineering team sitting together in one
of six work zones in the IOC. In the past, they would be in
individual offices, some on different floors and others
offshore.
“By bringing engineers, management and offshore
operations staff into the IOC, we can work better together
to plan activities so they are ready to be executed offshore.
Instead of sending an email and waiting for a response,
people can turn around and talk to each other. We can
With a live video link, engineers and other experts in the Integrated
Operations Center can come face to face with operators in the control
room offshore, resulting in faster solutions to issues.
reach decisions quicker and have fewer opportunities
for miscommunication that so often come with email
communications,” Trussell says.
As the integrated activity planner for Olympus, Alexis Tucker
manages personnel-on-board (POB) resources and
coordinates simultaneous operations (SIMOPS) so that work
can get done offshore. “Having us all sit together makes
conversations easier and faster,” Tucker notes. “Rather than
call someone onshore, we can see it and do it ourselves.”
That real-time access to the platform is key to production
efficiency. “We are able to notice issues and trends before
they become problems. That ultimately means production
stays on more consistently, with less shut in or deferred
production. And, that’s the ultimate benefit,” Trussell says.
Greater efficiencies
As an example of the efficiencies the IOC enables, during
the commissioning of Olympus, a group of 11 engineers,
who traditionally would have gone offshore to commission
the subsea tree and wellhead for one of the wells, performed
75% of the commissioning work from the RCR.
“It was the first time Shell in the GOM had a remote
commissioning of subsea equipment,” Trussell says. “Because
they could do it from the RCR, we didn’t have to interrupt the
work of people who would have had to be pulled off the
platform to make room for the engineers. The same group of
engineers had planned to make two more trips offshore, but
instead they did the work from the RCR, reducing impact to the
people in the field trying to execute work.”
Read more on page 6
6
SHELL NEWS
Continued from page 5
A new way of working
As a 28-year employee who has worked on almost every
Shell platform in the GOM at one time, Guice can speak to
the benefits of the IOC.
“If you have problems offshore, it might take a while to get
in touch with an engineer and another six to seven hours to
make a decision,” Guice explains. “Now, the engineering
group is here. With a live video link, we can come face to
face with operators in the control room offshore to come up
with a solution a lot faster and maintain production at
a higher peak rate. The experts on the equipment sit just
outside the RCR, so your support group is right here.”
Adjacent to the Olympus IOC is the Mars IOC, the second
asset to incorporate the new collaborative environment.
Members of the Mars team moved into the new space in
December. Going forward, all greenfield assets will be
designed using the IOC concept. Over the next several
years, Shell plans to retrofit brownfield assets to the IOC
office environment.
“When you think about how we worked prior to this
capability of integrated operations, it was difficult to share
information and data and to collaborate in real time,”
Chevis says. “Left with phone and email as a means of
BENEFITS OF THE INTEGRATED
OPERATIONS CENTER
Better, faster decisions: Asset support staff are
collocated around the central RCR.
Reduced cost: Remote collaboration reduces the need
for trips offshore, cutting transport time, waste and cost.
Asset Personnel on Board (POB) relief: The reliable
communications creates options to perform activities
remotely, eliminating additional personnel on the platform
and freeing the field staff to focus on work execution.
Reduced HSE exposure: Due to fewer trips offshore,
HSE-related risks are reduced.
communication, there was a lot of wait and see to progress
through decisions. We didn’t have a very integrated staff
between office and field. Now, both organizations are
joined in real time and work as an integrated team.
Operationally, this is a significant milestone.
“Getting good at this new way of working will help us
achieve our growth objectives in the Deep Water business
over the next 10 years,” he adds. «
IT’S IN THEIR DNA
Shell’s deepwater experience runs deep
When Shell’s Olympus tension-leg platform (TLP) began first
oil production in February, a team of seasoned deepwater
professionals played a key role in its success. You might say
that deepwater is in their DNA.
of production, and turning discoveries in new deepwater
frontiers into producing assets to help meet demand for
energy.
Over the years, they have used decades of learnings in
operating offshore to grow and improve Shell’s Deep Water
business, achieving technological milestones in the design,
construction, installation and operation of world-class
deepwater oil and gas production assets.
Shell is drawing on experience to make it happen. Marvin
Blanchard, offshore installation manager on Olympus,
first cut his teeth 18 years ago as lead for the operations
commissioning team for Mars A in 1995. With Shell for more
than 33 years, Blanchard says the thing that stands out the
most about the three deepwater projects he’s worked on
(Mars A, Ursa and Mars B/Olympus) has been the team effort.
For seasoned professionals like Mark Lindsay, Mars B
project manager, deepwater defines their careers.
“It becomes part of your DNA,” says Lindsay, who has
spent 26 of his 36-year career on Shell deepwater projects.
Things have changed significantly since Lindsay executed
the world’s first TLP, Auger, in 1994. “Then, we were
executing the first TLP without a template. Today, Olympus
represents full collaboration between construction,
commissioning and operations teams to deliver the
Olympus host,” he says.
“Shell Projects & Technology (P&T) has completely integrated
and embraced Operations input into the design of projects,
beginning with onboarding an operational readiness lead
early in the project, then bringing on key operational focal
points (with deepwater experience) to provide early input
into the design. This approach brings an automatic transfer
of operational knowledge and key learnings of successes
and opportunities for improvement.”
Olympus is part of a new wave of deepwater projects in the
Gulf of Mexico (GOM) using innovative approaches, top
talent and project management capabilities to realize a
spectrum of opportunities—extending the life of existing
fields, tapping into never-before-seen fields in existing areas
Still amazed after all these years
With Shell leading the industry in deepwater development
over the past 30 years, these employees have seen their
share of leading-edge innovations.
Read more on page 12
LE POINT RÉGIONAL Canada
7
L’AVENIR DU SECTEUR DES SABLES BITUMINEUX
Le secteur des sables bitumineux s’est accru tout comme le
soutien de Shell aux entreprises autochtones canadiennes.
Entre 2005 et 2013, Shell a investi 1,5 milliard de dollars
auprès d’entrepreneurs autochtones dont les dépenses
contractuelles augmentent chaque année.
À titre de partenaires, les collectivités autochtones
transmettent leur vaste connaissance du milieu local et les
pratiques exemplaires d’exploitation du pétrole lourd. Shell a
récemment commandité le congrès Energy and the Oil Sands:
Aboriginal Perspectives, sur les défis pour le secteur et les
collectivités autochtones et le besoin de collaboration.
À ce congrès de deux jours, 400 leaders du secteur des
sables bitumineux, entreprises affiliées, représentants
gouvernementaux et collectivités des Premières nations ont
parlé ouvertement et franchement des défis, des avantages
et de l’importance à long terme de l’exploitation des sables
bitumineux. Résultat? Une perspective et une compréhension
commune afin d’assurer le développement durable de la
troisième source de pétrole en importance au monde.
Ingrédients clés du succès
Le message primordial du congrès concernait l’établissement
de relations sur le terrain, au travail et dans les collectivités.
Colin Ashton, directeur – optimisation de la production
de Shell Canada, a parlé de son expérience de travail
avec les Premières nations à Shell Albian Sands au cours
des 15 dernières années : « J’ai adoré travailler avec le
Groupe des sociétés de Fort McKay au défrichement et à la
construction de routes d’accès à la mine, au début du projet.
Nous avons appris ensemble, relevé des défis et célébré
des réussites. J’en ai tiré une meilleure appréciation de la
collectivité et des entreprises autochtones. »
« Les collectivités autochtones sont essentielles au succès de
Shell et nous prenons nos responsabilités à leur égard au
sérieux. Nous leur vouons un profond respect », a ajouté
M. Ashton.
Les Premières nations de Fort McKay sont à la tête du Groupe
des sociétés de Fort McKay depuis 1986. Il s’agit de l’une
des entreprises canadiennes les plus florissantes, qui offre,
avec ses coentreprises, divers services au secteur canadien
des sables bitumineux.
Assurer l’équilibre entre l’économie et
l’environnement
Le chef Jim Boucher, leader respecté d’entreprise et de la
collectivité autochtone de Fort McKay, a prononcé le discours
de bienvenue du congrès. « Nous pensons que la pratique
et la préservation de notre mode de vie traditionnel peuvent
s’harmoniser avec le développement continu, responsable
et entrepreneurial. »
John Rhind, vice-président – exploitation, pétrole lourd
et ancien résident de longue date de Fort McMurray,
Aux mines Jackpine et de la rivière Muskeg, d’énormes camions et pelles
ramassent un mélange d’huile et de sable, auquel on ajoute de l’eau
chaude pour séparer le pétrole lourd du sable.
a représenté Shell en tant que conférencier d’honneur. Selon
lui, la survie du secteur, aujourd’hui et demain, dépend
de l’équilibre entre l’économie et l’environnement. « Le
secteur favorise l’emploi et les occasions d’affaires pour
des centaines de milliers de Canadiens, notamment les
Autochtones, en Alberta et ailleurs. Le secteur de l’énergie –
tout comme d’autres secteurs canadiens essentiels, notamment
minier, bancaire ou agricole – contribue considérablement à
maintenir notre qualité de vie. Nous jouissons de ressources
importantes en Alberta, en particulier dans la région de Fort
McMurray. »
Tout dépend de nous
Andrew Rosser, vice-président – développement durable et
réglementation, a réaffirmé l’importance de l’environnement
et de l’économie, de leur complémentarité dans l’exploitation
des ressources et de l’engagement et des partenariats entre le
secteur, les collectivités autochtones et les gouvernements pour
réussir.
« Toutes les parties concernées doivent s’engager
personnellement à établir les partenariats et les relations à
long terme qui assureront la réussite du secteur, a déclaré
M. Rosser. Chacun de nous doit aller de l’avant, participer
et tirer le meilleur parti des connaissances, des idées, de
l’expertise et des ressources que nous apportons tous afin
d’exploiter cette ressource de façon responsable au profit de
cette collectivité et de tous les Canadiens. »
La Première nation de Fort McKay a organisé ce congrès. La
collectivité de Fort McKay, plus proche voisin de Shell Albian
Sands, comprend plus de 600 membres de la Première
nation et des Métis de Fort McKay.
Shell s’est engagée à exploiter la ressource de façon
responsable et à en faire une source d’énergie sûre,
fiable et durable pour de nombreuses décennies. La
participation de Shell au projet d’exploitation des sables
bitumineux de l’Athabasca représente environ 4 % de sa
production mondiale. «
8
LE POINT RÉGIONAL Canada
RENCONTRE D’INVESTISSEURS À LONDON
Disponibilité du rapport 2013
de Shell sur le rendement des
sables bitumineux
Cette séance a coïncidé avec la publication du 5e rapport
de Shell sur le rendement des sables bitumineux et de son
rapport sur le développement durable mondial, accessibles à
www.shell.ca «
En avril, Lorraine Mitchelmore, vice-présidente directrice –
pétrole lourd, a participé à la séance d’information
annuelle de Shell à l’intention des investisseurs socialement
responsables à London, qui portait sur l’approche de Shell en
matière de développement durable.
Mme Mitchelmore a présenté les projets Quest et Carmon
Creek et s’est jointe à Marvin Odum, premier directeur –
amont, Amériques, pour répondre aux questions des
investisseurs sur l’exploitation des sables bitumineux par Shell.
Ben van Beurden, chef de la direction, et Chad Holliday,
administrateur indépendant et président du comité sur la
responsabilité organisationnelle et sociale, ont aussi participé
à l’événement, notamment en présentant l’approche de
réduction des émissions de carbone de Shell.
LES DÉTAILLANTS FONT
DES MIRACLES
Les détaillants de Shell en Saskatchewan aident les personnes
dans le besoin. Leora Hanoski et Christina Kalaman,
directrices – détail, ont récemment remis un chèque de plus
de 12 000 $ au 38e événement annuel de la fondation
Kinsmen Telemiracle, à Regina, en Saskatchewan. La
campagne annuelle recueille des fonds pour acheter du
matériel adapté et offrir des soins médicaux spécialisés aux
résidents dans le besoin.
Ce don est le fruit du travail assidu de l’équipe Shell
dans 25 établissements de détail en Saskatchewan. Ces
établissements ont vendu pour 1 $ des « mains d’entraide »
aux clients, qu’ils affichaient ensuite sur les vitrines afin de
créer un mur de soutien. De plus, le 19 février, la totalité
des recettes du lave-auto et des ventes de café a été remise
à Telemiracle.
Il y a 14 ans que les détaillants recueillent des fonds au
profit de cette fondation, dont le montant s’élève à ce jour
à plus de 170 000 $. « Je suis très fier des détaillants de la
Saskatchewan et de leurs employés, et de leur engagement
communautaire continu », affirme Norm Belyk, gérant de
territoire Shell.
Lancée en 1977, la campagne Telemiracle a célébré son
38e anniversaire. Cette année a été l’une des plus fructueuses,
amassant 5 285 744 $. Pour en savoir plus, visitez le site
www.telemiracle.com «
Répartition des dons de détaillants Shell
Mains d’entraide : 1 459 $
Lave-auto : 3 540 $
■■ Ventes de café : 2 349 $
■■ Shell Canada : 5 000 $
■■ Montant total : 12 348 $
■■
■■
UN PARCOURS INUSITÉ
Dans l’esprit de la Journée internationale de la femme,
en mars, Lorraine Mitchelmore, vice-présidente
directrice – pétrole lourd et présidente de Shell au
Canada, a parlé au Vancouver Sun de son expérience,
de ses 25 années de carrière et de la façon dont
elle est devenue la dirigeante de l’une des plus
importantes sociétés pétrolières et gazières au pays.
Mme Mitchelmore explique comment elle a brisé le
plafond de verre et conseille d’autres femmes.
Pour lire cet article, allez à
http://www.vancouversun.com/opinion/op-ed/
Opinion+Women+consider+taking+path+less+
followed/9587821/story.html «
Lorraine Mitchelmore
LE POINT RÉGIONAL Canada
9
GRANDE DISTINCTION CENTRAIDE POUR
SHELL CANADA
En cette année de grande générosité pendant et après les
inondations survenues à Calgary, les employés et les retraités
de Shell Canada dans la région de Calgary ont montré de
quoi ils étaient capables en versant une somme inégalée à
Centraide dans cette région. En 2013, le montant total record
recueilli dépassait 3,6 millions de dollars.
Outre cette somme, Shell Canada a brillé grâce aux efforts
bénévoles. Plus de 1 070 employés et retraités de Shell
Canada ont travaillé bénévolement pendant un total de
5 099 heures, pour leurs concitoyens et les collectivités
avoisinantes. Et, le comité de direction – Centraide de Shell
Canada a consacré 2 000 heures à cette campagne pour en
assurer le succès.
La générosité de Shell Canada n’est pas passée inaperçue.
Les bureaux de Centraide de la région de Calgary lui ont
décerné le Prix du président au gala Spirits of Gold, qui
récompense les principaux philanthropes en milieu de travail
de la ville.
« Ce prix souligne une contribution exceptionnelle à la
campagne de Centraide. Cette année, nous sommes fiers de
le remettre à Shell Canada, notre partenaire depuis 30 ans »,
déclare Dre Lucy Miller, présidente de Centraide pour la
région de Calgary. Dans un message diffusé à l’événement,
Mme Miller a cité plusieurs initiatives de Shell, y compris le
Membres du comité de direction – Centraide de 2013 de Shell Canada.
Family Fun Day pour les familles de High River touchées par
les inondations.
Garrett Mazurenko, président de la campagne de Shell, et son
équipe étaient présents pour recevoir la plus grande distinction
de l’organisme. Selon M. Mazurenko, le comité de direction –
Centraide de Shell a été surpris et ravi de recevoir ce prix
prestigieux. « Je suis très fier de ce que nous avons accompli
en 2013 en tant qu’équipe et de notre façon de faire. Je sais
que l’équipe Centraide de 2014 pourra en tirer parti. » «
CAMIONS SANS CONDUCTEUR ET
CARBURANT PLUS INTELLIGENT
« Je suis sûr que vous êtes tous très bons dans ce que vous
faites, mais pour demeurer concurrentiels dans le secteur dans
les prochaines années, vous devrez redoubler d’efforts », a
affirmé Yves Provencher, directeur de Performance Innovation
Transport (PIT), à plus de 100 représentants du secteur du
transport au premier congrès annuel de PIT à Toronto plus tôt
cette année.
L’équipe d’ingénieurs, de techniciens, de formateurs en
conduite écologique et de spécialistes en gestion des parcs
de PIT aide les directeurs de parcs à réduire leurs coûts en
menant des essais indépendants sur de nouvelles technologies
et en communiquant les résultats à ses membres. En plus de
servir de forum d’information pour le secteur du transport,
L’avenir du transport
À quoi ressemblera le secteur du transport dans les
prochaines années? Selon les spécialistes présents au congrès
PIT, les avancées technologiques dans les domaines des
systèmes d’information du conducteur et de l’aérodynamique
permettront au secteur d’être plus sûr et efficace. Une
présentation suggérait même la possibilité de camions sans
conducteur.
le congrès a permis de présenter le nouveau programme de
certification Puissance PIT, conçu pour aider les directeurs
de parcs à repérer facilement les produits de qualité de
fournisseurs de technologies.
Shell Diesel Extra a été l’un des premiers produits à recevoir
cette certification au terme d’essais poussés menés par PIT.
Ces essais indépendants ont souligné une économie de
carburant de 2,4 % comparativement au diesel ordinaire.
Shell Diesel Extra permet cette économie en prévenant
l’accumulation de dépôts de carbone sur les injecteurs. Il peut
aussi contribuer à réduire les coûts d’entretien du parc en
aidant à prévenir la corrosion dans le système d’alimentation
en carburant.
Les avancées technologiques dans le secteur du transport
résultent d’un esprit novateur. Shell a réagi en collaborant
étroitement avec ce secteur pour développer des carburants
d’après des technologies de moteurs en évolution et les
besoins prévus. Cette proximité a permis le développement
de Shell Diesel Extra et est l’une des principales raisons pour
laquelle Shell a été l’un des premiers fournisseurs à recevoir
la certification Puissance PIT.
Consultez la page 10 pour en apprendre davantage. »
10
LE POINT RÉGIONAL Canada
RENSEIGNEMENTS UTILES
Numéros des régimes collectifs de Shell
(*Dans le cas des garanties Frais médicaux et Frais dentaires et du CSS Plus des retraités,
veuillez prendre note que votre numéro de certificat est 100, auquel s’ajoutent les six derniers
chiffres de votre matricule.)
Régime
Assistance-voyage en cas d’urgence
Garantie Frais médicaux/dentaires
CSS Plus des retraités
Numéro de régime
150113
150113
20573
Demandes de règlement – garanties Frais médicaux/Frais dentaires et CSS
Pour des renseignements sur les demandes de règlement et les options de couverture,
communiquez avec la Financière Sun Life au numéro sans frais 1-866-203-4526
(1-800-9876-5470 de l’extérieur du Canada ou des États-Unis) ou allez à www.masunlife.ca
Assistance-voyage
Pour obtenir de l’aide au cours d’un voyage, communiquez avec Europ Assistance USA Inc.
Pays
Canada et É.-U.,
Mexique
Partout ailleurs,
composez le
Numéro
1-800-511-4610
00-1-800-368-7878
*202-296-7493
Directives
Sans frais
Sans frais – dans certaines régions,
le préfixe comporte un seul « 0 »
Appels à frais virés, s’il y a lieu
La numérotation directe sans frais n’est pas accessible à Cuba. Il faut recourir aux services d’un
téléphoniste international. *Ajoutez le code de l’interurbain pour appeler aux États-Unis.
Autres numéros
Si vous avez d’autres questions ou désirez signaler des changements ou une déclaration de
décès d’un conjoint, d’un bénéficiaire ou d’un retraité, communiquez avec le bureau d’aide RH
des Amériques, au 1-800-663-9898, au Canada (1-403-691-2900 de l’extérieur du Canada)
ou envoyez un courriel à [email protected].
Service d’aide aux retraités
Communiquez avec le Service d’aide aux retraités par téléphone, au 1-877-316-1311,
au Canada (1‑403-691-3100 de l’extérieur du Canada) ou par courriel, à
[email protected].
Suite de la page 9 »
« La certification Puissance PIT vise à garantir
l’offre d’une norme plus rigoureuse par les
fournisseurs de technologies, affirme JeanMarc Morin, directeur – conclusion de
marchés, hydrocarbures de Shell Canada.
La certification de Shell Diesel Extra en est un
parfait exemple. Les exploitants de parcs
effectuent diverses tâches chaque jour.
Pourquoi en serait-il autrement pour le
carburant? Pourquoi n’aiderait-il pas aussi à
garder le moteur propre? » «
DÉPARTS À LA RETRAITE
NOM
DERNIER POSTE OCCUPÉ
Graham Marsh (31 mai 2014)
Directeur de compte – aviation générale,
ouest du Canada
Al Sanderson (1er juin 2014)
Directeur de l’exploitation – terrain, production – Ouest
Anita Semple (1er février 2014)
Ken Sourisseau (30 juin 2014) Ingénieur de procédés en chef – hydrocarbures non classiques, amont, Amériques
RETROUVEZ
D’AUTRES
ANCIENS
MEMBRES DU
PERSONNEL!
Associations de
retraités
Club de l’amitié Shell
Bill Wright
589, rue Montcalm
Repentigny (Québec) J6A 2L1
Téléphone : 1-450-654-9311
Courriel : [email protected]
Association des employés
retraités de Shell
Colombie-Britannique
Roger Amiot
14777 24th Ave.
Surrey (Colombie-Britannique) V4P 1N9
Téléphone : 1-604-535-3352
Courriel : [email protected]
Shell Oiltimers Club (Alberta)
Situé à Calgary, en Alberta
Visitez le site www.shelloiltimers.com
Shell Manitoba Retirees’
Association
Jim Rodgers
837 Buckingham Rd.
Winnipeg (Manitoba) R3R 1C3
Téléphone : 1-204-888-9708
Courriel : [email protected]
Shell Ontario Association of
Retirees (SOAR)
Fred Resch
946 Lawrence Ave. East, Unit #2
PO Box 47634
Don Mills (Ontario) M3C 3S7
Téléphone : 1-905-471-1969
Courriel : [email protected]
Shell Golden Pecten Club
PO Box 502
Pincher Creek (Alberta) T0K 1W0
Téléphone : 1-403-627-4741
SOAR, section de Sarnia
Jack Crooker
26 Marianna Place
Sarnia (Ontario) N7S 6L4
Téléphone : 519-541-1010
Courriel : [email protected]
SHELL NEWS
11
FOSTERING COLLABORATION
AND PRODUCTIVITY AT SHELL
Connect Program creates innovative workspaces
Creating a more collaborative, productive environment.
That’s the mission behind the Connect Program, which is
restructuring Shell offices around the globe to create topquartile workspaces that are more vibrant, engaging and,
ultimately, support Shell’s efforts to be the most competitive,
innovative company in the energy industry.
Understanding that there is no “one-size-fits-all” solution,
the Connect Program creates a diversity of workspaces to
suit the differing needs of employees. Workspaces provide
amenities that encourage collaboration, including huddle
rooms and Energy Hubs, where employees can gather for
a quick meeting or catch a snack and visit. Break-out spaces
and mobile technology give employees the freedom to work
where they want to on campus and phone booths provide
privacy when needed.
The range of choices supports different roles, workforce styles,
local cultures and environments. The flexibility ensures that
best-practice research (including ergonomics, safety, security
and technology) is consistently embedded in all workspaces,
regardless of size or geography.
“The move to a Connect workplace has allowed us to more
effectively work together, and the collaboration space has
increased the informal knowledge transfer and sharing among
staff,” says Rebecca McGarr, HR operations manager.
Already, Calgary and Shell Technology Center Houston have
completed the transition, as well as offices in Kuala Lumpur,
Singapore and London. While One Shell Square in New
Orleans gears up for the change, the Central Business District
in downtown Houston and the Woodcreek campus in west
Houston are currently undergoing the transition. By the end of
2015, 35,000 employees will be working in the renovated
Shell workspaces.
“The response has been very positive from those who have
experienced the new space,” says Jimmy Hunter, business
opportunity manager for Houston’s Woodcreek Expansion
Project. “I have attended special engagements in the new
facility and it makes me smile to know that we are delivering
our vision and creating a campus that people truly enjoy.
It is especially encouraging when I hear that employees no
longer have to go to offsite venues for meetings and special
Shell’s Woodcreek campus in Houston.
engagements because we now have the facilities to
accommodate them onsite.”
In terms of attraction, recruitment, retention and employee
motivation, the workplace has been shown to be a key,
but often underestimated, aspect of the employee value
proposition. Working conditions, the design of the workplace
and supporting services can be a significant contributor to
employee wellbeing and productivity. Workplaces can also
be used to demonstrate an employer’s values and culture,
and can assist in communicating the company’s vision and
brand to both staff and visitors.
“It is refreshing to hear from our leaders how the design
of the new space has really made a difference in how they
work,” says Real Estate Project Manager Pamela Ewton,
who is a leader in both the downtown Houston project and
the New Orleans project. “We are hearing that the new
office has increased the interaction of their teams and has
brought some employees back into the office to work.
The Shell Connect Standards are meant to create a vibrant,
energetic workplace and I think we are accomplishing that.” «
12
SHELL NEWS
Continued from page 6
For Lindsay, the highlights have been being able to witness
the offshore floatover that mated the Auger hull and fivestory deck (covering an area the size of two football fields),
the onshore superlift of Na Kika’s complete topsides onto
the hull and the deepwater pipeline installations on Ursa,
Na Kika and Mars B.
Blanchard has been amazed with the level of automated
technology in the designs of new platforms. “The control
system/control room is capable of operating any piece of
equipment on the platform. Now we have a fully functional
Remote Control Room at One Shell Square where operators
can do the same thing as operators in the control room
aboard Olympus.” (See article, page 5.)
“Being part of Shell Deep Water is exciting as we push
the cutting edge of technology. Deep Water represents the
new generation of the oil industry. People who aren’t in
our industry are amazed when they hear what we’re
accomplishing offshore,” Blanchard adds.
the deeper water depths and well drilling depths. Shell projects
have continued to maintain the high standards for HSE and
process safety performance.”
With each technological achievement and operating
innovation comes new learnings that help Shell keep its
competitive edge and make it a game changer in the
deepwater business.
“Deepwater operations are a part of my core,” says Loeb.
“The challenges, opportunities and people are why I have
chosen this very sustainable career. Deepwater is part of my
makeup, and I am very proud to be a member of this very
exclusive community.” «
Shell is applying decades of learning and technological innovations to
world-class deepwater oil and gas production assets like Mars B.
Down to the core
“People at Shell are extremely talented and, when given
the opportunity, can develop solutions to meet just about
any challenge,” says David Loeb, operations manager,
GOM Deep Water.
During his 18 years in Deep Water, this 38-year Shell
employee has been involved with the development of Na
Kika, Perdido, Cardamom and the Bully 1&2 drilling rigs.
“The offshore drilling envelope has become tighter given
SHELL CREATES MOTOR OIL
FROM NATURAL GAS
Shell recently announced the creation of a first-of–its-kind base
oil made from natural gas, the cleanest burning fossil fuel.
Shell PurePlus™ Technology is now being used to create
motor oils that offer complete protection to motorists in
North America. Pennzoil Platinum® and Pennzoil
Ultra® Platinum Full Synthetic motor oils are the only
ones blended exclusively with these base oils.
“This is an absolute step change in our industry,” says Istvan
Kapitany, former president, Shell Lubricants Americas. “It is
important to Shell that we continue to push the boundaries
of science and innovation to provide our customers with
improved transport options. What better way to do that than
leveraging the benefits of being an integrated company by
adding natural gas from our Upstream operations to a new
slate of oil products that are hitting the store shelves now.”
“Shell PurePlus Technology is the result of 40 years of
innovation, starting with the Shell natural-gas-to-liquids (GTL)
process that dates back to the 1970s,” says Dr. Richard Dixon,
Shell North America motor oil technology manager. “We then
took this technology and ultimately created Shell PurePlus base
oil, which has been in large-scale commercial development
since late 2011. To our knowledge, Shell is the only
manufacturer to have produced base oils from natural gas on
a commercial scale, and it’s exciting to pave the way for others
to follow.”
Shell PurePlus Technology base oil is manufactured at the Pearl
GTL facility in Ras Laffan in Qatar, a partnership between
Qatar Petroleum and Shell. Shell PurePlus base oil is crystal
clear since it contains fewer of the impurities found in crude oil.
The Shell GTL and the Shell PurePlus base oil manufacturing
processes have been the subject of multiple patents. «
SHELL NEWS
13
PROTECTING WILDLIFE
Shell Canada offers a ‘hopping’ hand at Carmon Creek
When it comes to protecting wildlife,
Shell is there to provide a “hopping”
hand. That’s the case with the western
boreal toad, a fixture around Shell’s
Peace River heavy oil leases. This
amphibian is listed as a “special
concern” under Canada’s Species at
Risk Act (SARA), and Shell is taking
extra measures for the capture and
relocation of toads found around its
construction sites, even temporarily
ceasing construction activities if needed.
Before site construction began at
Carmon Creek in 2013, a Shell
environmental consultant walked
the fence, looking for toads or holes in
the fence. Over seven days, a total of
1,065 amphibians, representing three
species, were collected and relocated
to a safe location. Approximately 82%
of the amphibians collected—about
900—were western boreal toads.
Throughout the duration of construction
activities, the construction site (buffer
zone) and the fence were monitored
twice a day and any amphibians found
were safely relocated. «
The western boreal toad.
ABOUT CARMON CREEK
The Carmon Creek Project, currently under construction, will produce 80,000
barrels per day of bitumen (12,600 cubic meters) using vertical steam drive
technology. At Carmon Creek, Shell combined its global procurement reach
and technology with access to local expertise to design a facility that is both
commercially viable and minimizes environmental impacts.
Shell’s work to minimize construction impacts on the western boreal toad is
just one example of the steps Shell is taking to mitigate environmental impacts
from the project. To view more on Carmon Creek, visit https://www.youtube.
com/watch?v=--292aTE-NA.
SHELL CANADA ACHIEVES PRODUCTION
MILESTONES AT FOX CREEK
Exploration project taps into potential of liquids-rich shale
Recent advances in horizontal drilling and hydraulic fracturing
in Unconventionals have paved the way for an untapped,
unconventional resource: liquids-rich shale. One area of potential
for the use of this new emerging technology is Fox Creek, Alberta,
located approximately 160 miles (260 kilometers) northwest
of Edmonton, where experts say the formation could hold up to
750 trillion cubic feet of gas equivalent across Western Canada.
Shell’s Fox Creek asset is an emerging liquids-rich shale
exploration project within its Unconventionals portfolio. Earlier this
year, Shell Canada’s Fox Creek asset achieved two production
milestones:
1. Production of 10,000 barrels of oil equivalent (boe) per day
2. 1 million boe in cumulative production
“I am very proud of the work the Fox Creek team is doing,” says
Roy Stadlwieser, Shell Canada exploration manager. “They are
‘focused to win’ and strictly adhere to all of Shell’s Onshore
Operating Principles to develop this resource safely.”
Milestone #1: 10,000 boe per day production
Just how much energy is 10,000 boe? The average Alberta
household consumes 130 gigajoules (GJ) or 123 million British
thermal units (BTU) yearly. That means that each day, the Fox
Creek project produces enough energy to meet the yearly energy
consumption needs of roughly 470 average Alberta households.
Milestone #2: 1 million boe cumulative production
In January 2014, Fox Creek officially achieved 1 million boe in
cumulative production from all wells in one year from first
production. This is a considerable milestone when you consider
the stats: A typical office building consumes 1,477 GJ,
or 1.4 billion BTU yearly. One million boe in total production
meets the annual energy needs of 4,000 average office buildings.
Both of these milestones were achieved within a year of the first
well coming on permanent production and while this project was
still in its exploration phase. Last year, the team drilled 34 wells on
both single and multi-well pads.
“Congratulations to the Fox Creek team for this major
accomplishment,” says Stephane Labonte, Fox Creek exploration
manager. “Last year was a challenging year. At times, we were
running a five-rig drilling program and managing an aggressive
drilling schedule which changed frequently. Special recognition
and appreciation are due to both the technical and non-technical
teams who have worked seamlessly together to deliver
exceptional results within one business cycle.” «
14
ALUMNI FEATURES
MAKING THE GAMES HAPPEN
Volunteer plays a part in success of Sochi Olympics
When it comes to the 2014 Winter Olympic Games in Sochi,
Russia, Shell alumnus Andre Labine (’98 Lubricants) heard
the news reports of unfinished hotels and plumbing issues.
He, however, was unfazed.
“To think that seven years ago, there was basically nothing
there, I was impressed.” As an Olympics volunteer, Labine
experienced the hotels first hand. He rode the high-speed train
between the mountain cluster used for outdoor sporting events
and the coastal cluster for ice competitions, and he saw the
pride Russians had in the transformation of a popular resort
town into an international winter sports venue. “Russia spent
more than $55 billion to make Sochi Olympics-ready. I met
Russians from all over who came to Sochi at their own expense
and gave up a lot to be there. They should be proud about
what they accomplished.”
One of 25,000 volunteers, Labine arrived two weeks before the
opening ceremony to help prepare the ski courses for outdoor
events. Having volunteered at the 2010 Vancouver Olympics,
the veteran skier was first disappointed at how underutilized he
was. “The Russians in charge of the ski courses initially worked
with only those they knew. Some international volunteers were
so frustrated they went home.” After a few days, however,
the Russian leaders started to understand the experience level
of the international volunteers and began allowing them to be
more involved in course preparation.
“At the end of the day, we worked as a team and won the
Russians over. I received a note after I returned to Canada from
one of the Russian course leaders who thanked us for working
as a team and recognized it was an international effort.
That felt good.”
As a course volunteer, Labine set up safety nets and air fences,
designed to protect racers from injury if they ski off course.
“Skiers are going between 70 and 80 miles an hour. If they hit
a tree or a man-made object, they can kill themselves.”
To make courses as hard as a tabletop, Labine and other
volunteers poured thousands of gallons of water on courses,
smoothing them out when hardened. Labine also helped
smooth out the ruts on courses created by competitors,
a process known as “slipping.” “Our goal is to ensure the race
is fair and safe. Slipping the course between racers removes
as many ruts as possible, making the race fair for all.”
The day that fellow Canadian Jan Hudec won a bronze medal
in the Super-G—ending Canada’s 20-year alpine medal
drought—Labine worked on the slip crew for the event. “I have
known Jan for many years and this medal could not have
happened to a nicer hard-working fellow. It was a thrill for me
to be on the slip crew and know that I played a small role in
making the track as rut free and as smooth as possible for Jan.”
Long hours, tight accommodations
While Labine’s accommodations were not as bad as what
others reported, his two-room apartment was a tight fit.
“I shared the flat for five weeks with seven other men—four
Russians, two Italians, one Bulgarian and me, the lone Canuck.
There was one bathroom, one shower and very modest kitchen
facilities. Our room was crowded with all of our baggage and
other ‘stuff’ and our beds were just 18 inches apart with little
or no privacy.”
It was fortunate then that Labine spent most of his time
slope-side. Waking at 5 a.m. to grab an early shower,
Labine was on the mountain by 7 a.m. and worked until
5 p.m. Inclement weather made his last day brutal. “It was
snowing on the top of the mountain and raining at the
bottom. We worked until 3 p.m. that day, returned at 10:30
p.m. and worked until 5 a.m. to slip the snow off the track for
the men’s Giant Slalom event the next day. Volunteers saved
that event.”
Volunteers not only saved the men’s Giant Slalom, but were
also instrumental in the entire Olympics Games, according to
Labine. “These events would not go on without the work of
A seasoned ski racer, Labine has not only served in two Olympic Games, volunteers. People travel from all over the world at their own
expense to help out at the Olympics Games. As a volunteer,
but also volunteers at FIS-International Ski Federation World Cup events.
you work hard, you have a sense of accomplishment and you
party afterwards with friends you’ve made for life.”
According to Labine, security was extremely tight with
checkpoints everywhere—from the sporting venues to the bus,
trains and loading stations. “On one of my days off, I skied
down one run and spotted an armed soldier in camouflage.
The soldier was at a guard post as the ski area is on the border
of Russia and the Republic of Georgia. I skied up to him, and
though he did not like my visit, I softened him up with a
Canada pin and a pin from my home city of Fernie.”
Labine caught the Olympics bug after volunteering at the
Vancouver Olympic Games in 2010 and worked very hard
to be chosen as a volunteer for the Sochi games, including
learning to speak Russian. Though the work is hard, Labine
already has his sights set on 2018. “I’ve checked out the
website for the Olympic Games in South Korea and look
forward to applying!” «
ALUMNI FEATURES
15
ALUMNI SHARE CORPORATE
LEARNINGS IN THE CLASSROOM
During his 31 years with Shell, crisis communications pro
Dave McKinney (’11 U.S. Downstream Communications) has
stood in front of reporters as the face of Shell. But the first
time he stood in front of a classroom full of students at the
University of Houston (UH), he admits to a case of the nerves.
“I was concerned about my new career path. I reminded
myself that I had more education and experience than these
students. What could they say that I couldn’t handle?”
Over the last 14 years, McKinney has found that the more his
students say, the better. “I encourage class discussion and
want them to challenge me with real-life examples. In one of
my public relations classes, I tell them to imagine that they are
a publicist for a high-profile celebrity like Charlie Sheen or
Tiger Woods. We go round and round on PR strategies and
tie the learning in with their coursework.”
Shortly after McKinney began teaching at Tomball College in
1999, he was encouraged by UH professors to interview for
an adjunct position at UH. “When I joined UH in 2002, I was
working in Deer Park and would come into town one night a
week to teach a three-hour class.” One of McKinney’s favorite
classes is Public Relations Campaigns, where students provide
PR assistance to a local nonprofit. “Students identify the
organization’s goals and challenges, conduct research and
present a full-blown PR plan at the end of the semester.
The project helps nonprofits in need, and students gain
real-world experience.”
Out of the five classes he’s taught over the years at the central
and northwest campuses, McKinney’s toughest class is Public
Relations Writing. “There are not a lot of As,” he admits.
“I get out my red pen and have fun with that class. The typos
and grammatical errors I see wouldn’t fly in the working
world, but they are students and it’s all about improving.”
Gaining an understanding of corporate law
Like McKinney, UH adjunct professor Steve Natenberg
(’05 Legal) draws from real-life experiences in his curriculum,
particularly legal issues he encountered during his 33 years
with Shell. “Years after a student has graduated, I’ll get an
In addition to teaching, Dave McKinney also edits resumes and helps
students obtain internships and first jobs.
email out of the blue.
‘Do you remember that
day you were talking about
detrimental reliance?
The exact same thing
happened to me in
a business meeting.
It’s because of that day
that I knew what to do.’
That feels good.”
Natenberg began teaching
his first law class for
the MBA program at UH
in the summer of 2005.
His experience as an
advocate for Shell inspired
him to teach. “During the
oil embargo in the early
Steve Natenberg teaches law at
1970s, Shell asked
the University of Houston.
employees to speak in the
community about the energy
industry. In two years, I gave 65 speeches.”
After earning his law degree while working at Shell,
Natenberg found himself in the role of educator again,
conducting compliance seminars and educating employees
on various legal subjects, including antitrust law, contract law
and foreign corruption practices. “Employees would come up
to me afterwards to tell me I was good at teaching and
should do it full time.”
Natenberg chose to teach for UH’s MBA program because he
wanted to give business students an understanding of how to
communicate with their legal counterparts. As a member of
Shell’s in-house legal team, Natenberg guided project owners
into making decisions that reduced the company’s legal
exposure. “I never thought of myself as a person who always
said ‘no.’ Instead, I would recommend or suggest alternatives
to reduce Shell’s exposure. I want students to gain an
understanding of what legal counsel are trying to accomplish
and see them as integral members of the team.”
In addition to teaching full-time graduate MBA students,
Natenberg also teaches students in UH’s prestigious executive
MBA (EMBA) program. “These students are some of the
people who become presidents of companies. Marvin Odum
received an EMBA from UH, and Bob Wilson, president and
CEO of Suez Energy, was in my 2008 class.”
For both Natenberg and McKinney, teaching is a labor of
love. “I don’t really consider this a second career. It’s just fun
to do,” Natenberg says.
McKinney agrees. “From my very first class, I liked it—so
much so that I fell right into it and have been teaching ever
since.” «
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Communications - Amanda Accardo
P.O. Box 2463
Houston, Texas 77252-2463
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AlumniNews magazine is looking for story ideas for our Alumni Features section! In this part of the magazine, we highlight alumni who
are staying active and making a difference in retirement. If you know of someone who would make a great profile for the magazine,
please send us his/her phone number and email address, along with a brief description of the story idea. To submit story ideas for
the U.S., email [email protected] or mail a letter to Shell Oil Company Communications – Amanda Accardo, P.O. Box 2463,
Houston, Texas 77252-2463. To submit story ideas for Canada, email [email protected] or mail a letter to Hanneke
Foppes, Shell Canada Limited, 400 4th Avenue S.W., P.O. Box 100 Station M, Calgary, Alberta T2P 2H5, Canada.
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