Royal Dutch Shell plc - Early Approaches to Social Networking in Shell A presentation for

Royal Dutch Shell   plc
Shell International, CA-CX – Shell in the World – FULL.ppt

                                                                                       Early Approaches to Social
                                                                                              Networking in Shell
                                                                                                   A presentation for the
                                                                                           Microsoft Global Energy Forum
                                                                                                          February 2009
Copyright 2007

Disclaimer Statement
  This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All
  statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future
  expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause
  actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other
  things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs,
  estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’,
  ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’, ‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’,
  ‘‘goals’’, ‘‘should’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause
  those results to differ materially from those expressed in the forward-looking statements included in this Report, including (without limitation): (a) price
  fluctuations in crude oil and natural gas; (b) changes in demand for the Group’s products; (c) currency fluctuations; (d) drilling and production results; (e)
  reserve estimates; (f) loss of market and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential
  acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and
  countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including potential litigation and regulatory effects arising from
  recategorisation of reserves; (k) economic and financial market conditions in various countries and regions; (l) political risks, project delay or advancement,
  approvals and cost estimates; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly qualified in
  their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Each
  forward-looking statement speaks only as of the date of this presentation. Neither Royal Dutch Shell nor any of its subsidiaries undertake any obligation to
  publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could
  differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation.
  IMPORTANT NOTE: Although this slide pack may contain references to projects located in countries that are subject to comprehensive United States economic
  sanctions, no “US Person” has been involved in the development of any of those projects.
  The United States Securities and Exchange Commission (SEC) permits oil and gas companies, in their filings with the SEC, to disclose only proved reserves that a
  company has demonstrated by actual production or conclusive formation tests to be economically and legally producible under existing economic and
  operating conditions. We use certain terms in this presentation, such as “resources" that the SEC's guidelines strictly prohibit us from including in filings with the
  SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575 and disclosure in our Forms 6-K file No, 1-32575,
  available on the SEC website www.sec.gov. You can also obtain these forms from the SEC by calling 1-800-SEC-0330.

Source: Annual Report 2006                                                                                                                                                 2

Agenda

         • Shell business profile
         • Business challenges
         • Social Networking in the Enterprise – Shell’s
           view
         • Capabilities of Social Networking
         • Enabling Social Networking

Source: Annual Report 2007                                 3

Shell Business Profile

         • We are active in more than 110 countries
         • Worldwide we have 104,000 employees
         • We produce about 3.2 million barrels of oil
           equivalent per day
         • We spent $1.2 million on R&D (2007)
         • Our fuel retail network of more than 46,000
           service stations is the world’s largest
         • We are listed on the stock exchanges of
           Amsterdam, London and New York
         • We celebrated our first centenary in 2007

Source: Annual Report 2007                               4

Business Challenges
• Shell faces similar business challenges as our peers in Oil & Gas
   –   Cost management – do more with less; reduce travel
   –   Aging workforce – the need to connect to and leverage the expertise and
       knowledge of experienced staff as this community declines in size
   –   Entry of new and younger staff
       •   Significantly different expectations for social networking and tools
       •   Need to “get up to speed” and engaged in high-value activities quickly
   –   Globally-distributed organization, with important activities happening at a
       distance from potential contributors and interested parties
   –   Need to link readily and seamlessly with external partners and contractors
• We see social networking as a set of viable methods to address many of the soft issues
  and opportunities presented by these challenges

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Our View of Social Networking in the Enterprise

• Social Networking is a different way to digitize informal but important information
  flows within the business
   –   Many of these flows already exist: Social Networking tools can amplify them and
       create more links to useful knowledge and activities faster
• Establish connections more quickly and effectively
   –   Locate and “link” to the right people
       •   Right expertise and knowledge
       •   Decision makers, potential collaborators and consultants
   –   Locate and access the right information, then act on it
   –   Share ideas and solutions broadly, and make it possible for others to find them at
       the right time
• It’s opportunistic and oriented toward the early stages of the information life-cycle
• It precedes collaboration – but collaboration is related and often the next step

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Capabilities of Social Networking
•   We see these capabilities as the basic internal platform:
        •   Team and project web sites and document repositories
        •   Portal personalization that enables selection of news and information feeds
        •   Personal web sites to publish personal and professional information (serves as enabler
            for interest identification and focus)
        •   Wikis, blogs, RSS feeds, discussion groups and forums
        •   Support for richer media and alternative communication styles: IM, PM, video
            conferencing, video media, perhaps even Twitter-like services
        •   Integration and search
            –    Ability to find information quickly, and to easily relate it to other information and
                 sources (people), builds critical mass and promotes adoption
•   Some external web sites and services may be used too
    –   We are encouraging internal tools to promote a rich information flow inside Shell

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Enabling Social Networking

Many different approaches to Social Networking in the enterprise are available
• We are starting with enablement: providing updated communication and
  collaboration tools, while ensuring that associated Social Networking enabling
  capabilities are made available on these platforms
   –   An effective foundation for social networking can be delivered by deploying
       capable tools, and providing capacity to grow and adapt
• Tools are cool, but content (information) is the fuel of social networking
   –   This becomes an “attention economy” – the more interesting and useful the
       content, the more people will use it and the more benefit will be generated
   –   Good solutions and content will grow quickly (perhaps in a viral manner)
• We want to:
   –   Make it easy and rewarding for staff to publish information
   –   Make it even easier for staff to find interesting and useful information
   –   Make it simple for people to connect when common interests are discovered
                                                                                     8

Managing Social Networking

• Social networking is by nature exploratory
   – Avoid overly-restrictive boundaries around it, as these will limit the
     potential and results
• Don’t assume that all social networking information flows will stay within the
  enterprise intranet
   – For example: external web sites like LinkedIn, Facebook and MySpace
     may be useful for corporate employees
   – Anticipate the use of public messaging services like blogs, IM and Twitter
• Confidential information must be managed appropriately
• The most effective management method is the corporate Information,
  Confidentiality, Privacy and Usage policies
   – Perhaps updated to account for the new realities, but reviewed by all staff
     on at least an annual basis
                                                                                   9

Practical Approach to Social Networking

• We are deploying a variety of Microsoft products to support the vision
   – Examples are SharePoint 2007 and OCS 2007
   – Plus add-ons to extend functionality as required (e.g., NewsGator)
• The platforms offer a good set of core features, plus they are extensible and
  scalable as use and demands grow
   –   Supports the goals of quick flexible linkage between information sources and
       people

• We are adding FAST for search, and video conferencing where network
  requirements are manageable
• SharePoint is in initial production and ramping up
• OCS is in production for IM, PM and some basic IPT features

                                                                                      10

Early Results

• Wikis and discussion forums are being used extensively
   – Good forum for connecting expertise to problems and for raising questions
     for community attention
      • Different knowledge communities have been organized and are active
   – Estimated internal user base: 50,000
• PM and IM via OCS are popular and enable faster connections between staff
• SharePoint use will grow as Vista and Office 2007 are deployed

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