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CONOCOPHILLIPS Third Quarter 2013 Behind the scenes: Commercial Business Development Corporate Planning & DevelopmentLet’s talk safety: 8 rules 8 Life Saving Rules to live by The Life Saving Rules are here – and they’re here to stay. Now and always, all employees and contractors working in our global operations will learn, work and live by these rules. One of the best ways to learn the rules and how they apply to your work is to talk about them with your colleagues. If you need clarification, ask. And if you see something unsafe, speak up. We need to talk about safety every day and in every work setting. Our lives depend on it. What do you have to say about safety? Send an email to and visit eStream to learn more about the 8 Life Saving Rules. See tear-out card for a list of the rules.Sharing Insights Q&A with Don Wallette This issue of spirit Magazine features the Commercial, Business Development and Corporate Planning & Development departments. Combined into one business unit as part of the company’s 2012 repositioning, the group is led by Executive Vice President Don Wallette, who shares his thoughts about the role these unique organizations play. Q. What was the rationale behind combining Commercial, Business Development and Corporate Planning & Development into one business unit? A. Each of these organizations has a strong com- mercial transaction orientation. Commercial is respon- sible for placing our production into the marketplace under the most favorable terms. Business Development is focused on securing access to new growth opportuni- ties for our company, and, at the heart, these are essen- tially commercial transactions. Corporate Planning & Development covers a wide spectrum of services, but both the Acquisitions & Divestitures and Investment Appraisal sections are heavily oriented toward commer- cial activities. Q. What is different about the Commercial organization for an independent E&P company? A. Quite a lot. The biggest difference is that as an independent E&P company, we no longer have the downstream assets – refineries, pipelines and storage facilities – that provided both market insights and trading opportunities. As we prepared for the separation, we needed to adapt our oil marketing strategy to reflect this change. Our current model is designed to ensure continuous flow and competitive pricing at the lowest cost. The natural gas side of our Commercial organization has undergone significant change as well, but this has as much to do with changes in the market as with becoming an independent E&P company. North American gas prices have been much less volatile in recent years due to the large growth of shale gas. Less volatility translates to less trading opportunity, so we’ve reduced the scale of our trading and become more focused on the markets where we compete the strongest. Q. What are the most obvious positives since repositioning? A. It’s hard to believe that it has been just over a year; so much has been accomplished. For the company overall, it’s satisfying to see the market recognize the value that the independent Conoco Phillips is creating by executing a clearly articulated plan. Equally satisfying is seeing how our employees are embracing all the changes and how everyone is engaged in making Conoco- Phillips a great place to work. Specific to my organization, the Business Development group has contributed to our organic growth strategy by helping to secure new opportunities in Africa, Latin America and Asia. Corporate Planning has had the lead in executing our disposition program, which is serving to strengthen our portfolio. And I’m very proud of our Commercial organization, which has con- tinued to ensure attractive outlets for fast-growing North America production even while under- going, perhaps, the most change of any group in the company. For an operational organization that has to get it right every day, this has really been like redesigning an aircraft in flight. spirit Magazine 1spirit Magazine Third Quarter 2013 Contents Sharing Insights Business Development Jan Hester Q&A with Don Wallette With diverse backgrounds and expertise, 1 20 the Houston-based group looks for opportunities around the world to expand The Big Picture and optimize the company’s portfolio. 4 Piece of the Puzzle, Hotel Ekofisk Corporate Planning & Commercial Ray Scippa Development Sharon Rode 26 8 A tightly knit team responds to Working with every business unit, every changing markets and a new function and leaders around the globe, this business model, ensuring the group evaluates the risks and uncertainties company’s products flow smoothly associated with strategic decisions. to customers worldwide. Coastal Wetlands Andrea Urbanek ConocoPhillips supports an innovative 34 program designed to help protect Louisiana wetlands from erosion. Local fishing vessels participate in spill response training in Alaska’s Prince William Sound.eStream OnDemand featured videos Conoco Phillips’ intranet channel eStream OnDemand featured these videos since the last issue of spirit Magazine. Bill Bullock and Luc Messier discuss Jan Stubbs marks 50th anniversary: SERVS Tom Lambert goal alignment Join the party In Alaska, local fishermen are trained 42 Bill Bullock and Luc Messier discuss the goal- (See related story on Page 50.) Senior and prepared to assist with emergency setting process and how improved alignment Engineer Technician Jan Stubbs has spill response. and communication is driving success. exemplified ConocoPhillips SPIRIT Values since joining the company in 1963. Information Technology managers Nutrition Amy Munson complete Charity Bike Team The Integrated Operations Center: ConocoPhillips and food service Challenge Stavanger, Norway 46 Information Technology managers from ConocoPhillips is pioneering interaction provider Sodexo partner to promote around the world complete a Charity Bike between the onshore and offshore healthier food choices worldwide. Team Challenge benefitting the Boys and Girls organizations through the Onshore Reliability Clubs of Houston. Center in Tananger, Norway. Faces of ConocoPhillips 2013 Global Production Excellence Get inspired by the Good for You Celebrating half a century. Learning, 50 Symposium soars to new heights Success Stories growing and sharing. More than 550 employees from around Employees around the world make health the globe participate in the 2013 Global and wellness changes that have made a real Production Symposium. difference in their personal lives and in the In the News lives of their friends and family. A compilation of news from around 54 Bartlesville Asian-American Network the ConocoPhillips world shares cultural traditions It’s What We Do: Jennifer Gilliard and The Bartlesville Asian-American Network the Network Operations Center (AAN) honors traditions and promotes cultural With more than 2,000 circuits and 3,800 awareness by hosting an Asian New Year ConocoPhillips network devices located in Celebration. more than 30 countries across the globe, problems will almost surely arise, but, when they do, a very special group of people SERVS: Ship Escort/Response springs into action to tackle them. Vessel System (See related article on Page 42.) Polar Tanker Marine Superintendent Monty Morgan The beginning of the new Ekofisk introduces an informative look at the Ship Installation of the Ekofisk 2/4 L topsides Escort/Response Vessel System or SERVS. marks the beginning of the new Ekofisk. ConocoPhillips in Timor-Leste: Getting better at getting better: Developing Together Learn how ConocoPhillips Australia and Timor-Leste’s Continuous Improvement (CI) is how community investment program focuses ConocoPhillips defines its efforts for “getting on education, health, natural resources and better at getting better.” community and arts programs. Eagle Ford polling project reveals Bike to Work Day: Come for a ride “company of choice” On the Cover photography by Currey Follow a ConocoPhillips employee as he A group of employees and interns visits Karnes Engaged in a typical day of collaboration pedals his way to work during the 9th Annual City and Kenedy, Texas to poll residents about the in the Houston Commercial office Bike to Work Day. oil and gas industry presence in their communities, revealing that ConocoPhillips is creating a highly are (from left): Asset Manager Neeran favorable legacy. Louisiana Wetlands Mangrove Pathak, Gulf and Southeast Trader Mark Pilot study Zdenek, South Texas Trader Sandy (See related article on Page 34.) A group Let’s host a Wikithon Tomme and Energy Services Marketer of ConocoPhillips employees and local To increase the use of OneWiki, a web- graduate students plants black mangrove based, English-language encyclopedia, Rich Couvillon. Commercial employees seedlings on 13 acres of ConocoPhillips ConocoPhillips created the Wikithon, an in offices around the world work shoulder 640,000-acre Louisiana wetland property to open-house event where participants learn to shoulder every day to move molecules see how effective the trees are at naturally to edit and create wiki pages from more for ConocoPhillips. sequestering carbon. experienced wiki users. The Big Picture Piece of the Puzzle Hydraulic fracturing equipment fits together like a giant puzzle on this Lower 48 well pad in the Eagle Ford near Kenedy, Texas. In less than five years of development, production from the Conoco Phillips 227,000-acre Eagle Ford position has grown to more than 120,000 barrels of oil equivalent per day (BOED). Photograph by Garth Hannum spirit Magazine 56 ConocoPhillips The Big Picture Sail Away The new Ekofisk wellhead platform departs from the Egersund fabrication yard in Norway on July 12 ready to be installed on the field two days later. The platform will be bridge-linked to the other platforms at the Ekofisk Complex, with production planned to start in the fourth quarter of 2013. Photograph by Kjetil AlsvikShouldertoshoulder Commercial moves the molecules by Ray Scippa, photography by Patrick Currey e’re a family out there,” said North America Gas & Power General Manager Tom Mathiasmeier, referring to the buzzing Commercial trade floor just beyond the small conference room where he is being interviewed. There’s a lot of ground yet to cover, but the heart of the story resonates in Tom’s words. “We spend more time with our family on the involved in that process. Like breaking up a family, Commercial trade floor than we do with our it was traumatic.” families at home. You better be able to get along, Adding to the trauma, the business purpose work through challenges and celebrate successes.” of Commercial changed substantially. With the move to an independent upstream company, the organization adopted a customer- and optimiza- tion-focused business model. At the same time, the markets were changing dramatically with the resurgence of North American oil and gas production. The “new” Commercial team rose to the chal- lenges. A renewed sense of purpose and cama- raderie can be heard and felt on that buzzing Cherokee building first floor. From her cubicle around the corner from the center of activity, Executive Assistant Donna For- ristal can gauge the team’s mood by the sound of their voices. Lately, she’s noticed a more upbeat Above: North America WORKING THROUGH CHALLENGES, timbre to the daily buzz. “It’s like we’ve made it Gas & Power General CELEBRATING SUCCESS through a very long tunnel,” she said. Manager Tom “Our first challenge was dividing the team to Conway, who has been with the company since Mathiasmeier prepare for repositioning,” said Commercial Vice 1980, has a more guarded perspective. “We’re President Chris Conway. “Not an easy thing to do still in the tunnel, but now we can see the light at to such a tightly knit organization. There was pain the end.” 8 Conoco PhillipsCOMMERCIAL Traders work shoulder to shoulder during a typical casual Friday on the North America Gas & Power floor. spirit Magazine 9Commercial “We strive to be the company of choice for our targeted customers, so we need the expertise to allow us to sculpt or customize transactions.” – Tom Mathiasmeier Right: Commercial NORTH AMERICA GAS & POWER: SCULPTING Vice President Chris TRANSACTIONS FOR CUSTOMERS Conway The floor near Conway’s and Forristal’s desks is neatly Below: Commercial divided into separate but integrated North America Gas Executive Assistant Donna Forristal & Power regions, all under the direction of Mathias- meier. The Gulf Coast region is aligned with the Lower 48 Gulf Coast Business Unit and handles everything from Eagle Ford and Lobo in South Texas to the Gulf Coast and Gulf of Mexico. The East region handles the Oklahoma panhandle and the Chicago, mid-Atlantic and Northeast market areas. The West desk is anchored by the company’s San Juan and Rockies production with gas movement to California; and the Canada region is located in Calgary and handles Alberta production with eventual flow into the West Coast and Chicago. The financial desk warehouses and manages risk in the portfolio, and the Scheduling & Operations organization ensures all E&P and customer flow requirements are understood and managed. “We strive to be the company of choice for our tar- geted customers, so we need the expertise to allow us to sculpt or customize transactions,” said Mathiasmeier. “Our regions cultivate long-term customer relationships which allow us to understand each customer’s specific flow and pricing requirements. The financial desk allows us to mitigate and manage price and location risk, while our transportation, scheduling and operations person- nel understand flow dynamics and the natural gas Right: Americas Crude Oil & NGL Marketing Manager John Calvert Far right: Practicing good collaboration skills daily is essential to Commercial team members (from left) Senior Business Analyst Martin Griese, Transportation Trader Brian Rhodes, North Texas Trader Gary Nelson and Texas Scheduler Brandi Irick. 10 Conoco PhillipsRisk & Compliance: Extension, ally and friend to the Commercial floor “Our job is not to keep anyone up at night, but to help the entire Commercial team and executive leadership sleep better.” – Clint Plant, manager, Global Risk & Compliance n addition to selling oil and natural gas, the ICommercial business has a mandate to optimize the price and make decisions about third-party business. “To accomplish this, we need to have controls,” said Global Risk Man- ager James Allison. The Risk & Compliance team is charged with making sure every member of the Commercial business understands and complies fully with Above: Global Risk & Compliance Manager all laws and regulations. “We help the business Clint Plant confers with Global Compliance Manager Emma Culley. understand where and how they are creating risk, so that they can optimize their activity,” Top right: Trade Monitoring & Surveillance Allison said. “We try to be very transparent Director John Doran about what the Commercial business is doing.” Right: Global Risk Manager James Allison Every year the team conducts both face-to- (foreground) and Position Control Director face and computer-based training to update Mark Hall traders on regulations. “We diligently make sure everyone gets the training they need,” said become more accepting and indeed welcom- Global Risk & Compliance Manager Clint Plant. ing of the service that we provide.” Since the 2008 financial crisis, regulatory risk One of the recent changes Compliance has been a major focus in the United States has worked to address with the business has and Europe. The Dodd-Frank Act enacted been the identification of different types of regulations implemented through the Commod- transactions for regulatory purposes: dealing, Trade Monitoring & Surveillance Director ity Futures Trading Commission (CFTC). Allison hedging and straightforward trading. “Dealing John Doran and his team have created a new has taken an active role representing Conoco- counts toward a threshold that, if we exceed, transaction monitoring system to identify pat- Phillips on Capitol Hill, talking with the elective we become designated as a swap dealer in terns that may trigger regulatory concerns. “If representatives about ways to make implemen- the U.S., which brings in a whole new level of we have good relationships with the floor and tation of new regulations more effective. regulation,” Culley said. “Fortunately, we are far understand the fundamentals of the business Global Compliance Manager Emma Culley from triggering such a designation; however, they are doing, it helps us provide much better also has seen her group’s role grow dramati- we need to continually categorize and measure service,” Doran said. cally. “We weren’t the most welcome group our dealing activity. We now also have to “Risk & Compliance works very diligently to back in 2003 when we were created,” said report all swap transactions and have recently be an ally and friend to the floor,” said Plant. Culley. “That has changed. People have seen worked with the business to put appropriate “And we also consider ourselves an exten- friends from other firms fined, imprisoned systems in place. Similar requirements are also sion of the whole compliance culture of the or lose their right to trade, so traders have under implementation in London.” company.” transportation grid better than anyone in our both had to get accustomed to, made all the more industry. They are the backbone of the organiza- complex by the way the office space has been tion, making sure we can meet our commitments.” subdivided and secured to comply with the require- Nearby, the power marketing and trading organi- ments of separate, publically-traded companies.” zation compliments the gas organization with real- CRUDE AND NATURAL GAS time knowledge of the growing demand segment. LIQUIDS (NGL): CHASING GROWTH The organization handles the Lower 48 power portfolio, including all of Phillips 66 power loads. Another integral member of Conway’s team, “They are still very much a core customer,” Americas Crude Oil & NGL Marketing Man- Conway said. “It’s a new relationship that we’ve ager John Calvert started with Conoco’s Marine spirit Magazine 11Commercial Calgary London Houston Singapore Department in 1979. From late 2011 until May 2012, he was intricately involved in forming the crude marketing group. “The group was a bit of an enigma to the upstream side of the integrated company because we had been so active on the downstream side sup- plying crude oil to refineries. To turn a group of people into stand-alone marketers for an indepen- dent E&P company was quite a culture change. In an integrated company, marketers of equity crude oil production have a comforting refinery system Below: Gulf Coast behind them. If the market shifts, lowering the Region Manager Mike Luchetti (right) listens market value for the equity barrels, the refinery to East Power Trader system protects against distressed sales, and the Andy Puls report lower market value benefits the downstream side. during a morning As marketers of crude oil production for an inde- briefing session. from the Cherokee building third floor (where Phillips 66 remains today) to the first floor, where their No. 1 priority is making sure the marketing side of the business does not curtail production, no small task considering the growth of uncon- ventional production from the Bakken, Eagle Ford and Permian. “ConocoPhillips-operated Eagle Ford production alone has gone from zero to more than 120,000 BOED in five years.” – John Calvert “ConocoPhillips-operated Eagle Ford produc- tion alone has gone from zero to more than 120,000 BOED in five years,” said Calvert. What does it take to be a good crude oil mar- pendent E&P company without a refinery system, keter in today’s ConocoPhillips? we have had to adapt to thinking differently.” According to Calvert, a good crude oil market- With the split, the Crude & NGL group moved ing team needs to have a good rapport with the 12 ConocoPhillips Commercial Above left: The North America Crude & NGL group occupies its own corner of the Cherokee building first floor. Photo by Hall Puckett Below left: Asked to describe her job producing business units to understand the pro- environment, and in 10 words or less, duction development plans and develop logistical most people like it Scheduler Sadi options. Team members also need to know how that way. According Qazi nailed it on the first try: “I schedule to calculate crude oil values, maintain diverse cus- to Forristal, once natural gas for tomer relations and then time sales commitments someone gets used to the Northeast and to optimize realizations. “We commit to sales from this close, fast-paced, Mid-Continent pipelines.” 30 to 60 days in advance of the oil actually being dynamic culture, they produced, so the marketers and business units typically do not want need to have good collaboration to get forecasts to leave. of marketing volumes right. It’s a combination of At 7:45 on a recent analytical and personal skills. Good marketers have Friday morning, Gulf an attention to detail, adapt to constant change Coast Region Man- and learn to develop relationships with numerous ager Mike Luchetti internal and external customers.” takes his turn leading On the Gas & Power trading side, Mathiasmeier the morning brief- concurs. “Interpersonal skills,” he said, nodding. ing. Microphones “The ability to work across functions, relate to hanging from the low ceiling broadcast the sound customer needs and react thoughtfully but quickly. as a member from each desk stands to report Multitasking is huge.” factors affecting supply and demand, including That much seems obvious walking among the weather, maintenance and infrastructure. Over the Gas & Power teams at their desks, all closely moni- telephone, a representative from Calgary reports a toring multiple blinking computer screens. On the disruption caused by recent flooding. The meeting trade floor, there are a lot of people in a tight-space takes no more than 20 minutes. spirit Magazine 13Commercial Flood control: Calgary Commercial recovers from a natural disaster by Jennifer Werbicki, photography by Kari Harrison hile most Conoco Phillips Canada and avoid financial impact. W(CPC) employees were glued to A collaborative team worked to make their television screens and Twitter feeds this happen. watching news of the June Alberta flood CPC’s Real Estate & Facility Services disaster unfold, a CPC team was enact- team worked with the Calgary Emer- ing the company’s Business Continuity gency Management Agency and the City CALGARY: CRUDE, NGL AND GAS NOW Plan (BCP) to maintain critical functions. of Calgary to understand the potential AND FOR THE FUTURE Updated annually, the BCP provides for loss of power to downtown buildings. Craig Rodway, manager, Canada Crude & the required direction and guidance to This information was fed to CPC Informa- NGL Marketing, has more than 30 years in the respond, recover and restore operations tion Services, which made key decisions before, during and after any event that about shutting down networks to avoid business. Mike Baker, manager, Canada Gas disrupts business. losing data. Information Services worked & Power, has been with the company nearly a On June 20, when the City of Calgary quickly to transfer the programs to the decade. Together they lead the Calgary Com- declared a state of emergency, the BCP company’s Bartlesville, Okla., servers so mercial team. kicked into action, and the Canadian staff could get working again. “On the crude and NGL side, we touch about Commercial team benefited from the Once Calgary’s downtown core was quick response. opened up to essential services on Mon- 100,000 barrels per day,” said Rodway. “We’re also “It was great to see the plan come day, June 24, traders, schedulers, risk responsible for overseeing the commercial busi- together thanks to the quick actions of management and accountants were able ness for our business arrangement with Total.” everyone involved,” said Craig Rodway, to resume commercial gas, crude and The crude trade cycle in Canada runs from manager, Canada Crude Oil & NGL natural gas liquids (NGL) trading. the first to the 20th of each month. On Aug. 1, Marketing. “We avoided significant “In the Commercial group we’re used the team started the September crude cycle. volumetric and financial damages, while to working in close quarters with our col- simultaneously ensuring everyone was leagues. This facilitates clear communi- “We get forecasts of what the equity produc- safe and informed despite the obvious cation and opportunities to discuss our tion is going to be based on more than 20 individ- challenges.” strategy for making the right decisions,” ual grades and start selling that into the market.” Although June 20 was the last day of said Mike Baker, manager, Canada Gas Rodway’s team also focuses on commercial the crude trade cycle, another important & Power. “We were so appreciative of development work, figuring ways to get future commercial business process – cheque the work done to not only get us back exchange – was just a few days away, on line, but in our ideal environment to growth in oil sands production to market. and the gas traders were gearing up for work effectively.” “That doesn’t happen overnight, so we spend bid week (the last week of each month). Needless to say, responding to a a lot of time talking to pipeline companies, stor- This created a 24-hour window to get disaster is far more effective when col- age companies and now even rail companies. the commercial systems back on line laboration is the backbone. We’re looking three to five years out to find where we might be placing Surmont 2 expan- sion barrels, Surmont 3 barrels or emerging asset barrels.” Baker’s gas business doesn’t change much throughout the month. “Our business is a good split between our own production and third- party business. We have about 1 BCF (billion cubic feet) a day of natural gas from Western Canada, and we trade and market up to an addi- tional 2 BCF a day on behalf of others. “Gas is different,” Baker quipped. “Homoge- neous product goes in the pipe, and you sell it. You don’t have to worry as much about different grades and blends.” Rodway laughed at Baker’s crude-versus-gas The Calgary Gas Trading & Scheduling group (from left) Kha Ta, Martin Bagley, Shane Duthie, Jackie Talbot and Vinh Tran. Missing are Vicki Poole and Tom Cadman.Commercial comparison. “Prior to the split, our crude and NGL business had 30 people, and we handled a substantial amount of third-party volume. When 20 of those 30 people left after the split, it left a Above: Canada Gas producers, and that continues. We still have work & Power Manager to do on adding value. I’d say we’re two-thirds Mike Baker through that tunnel.” Left: Canada Crude & NGL Marketing LONDON: FOCUS ON PEOPLE Manager Craig AND SYSTEMS Rodway At the company’s Portman House office in Below: Europe Commercial London, Europe Commercial Manager Nick Allen Manager Nick Allen directs a smaller buzzing trade floor. His team speaks with Senior focuses on trading gas and power and marketing Quantitative Analyst Minesh Soni. some 230,000 barrels per day of crude oil and NGL production from the North Sea and North Africa. “In common with all the Commercial offices, the London office is responsible for getting the big gap. With them walked out a bunch of knowl- region’s production to market, generating cash edge and a bunch of ability to get knowledge. that enables the company to fund our capital “The attitude in the company is a whole lot expenditure program, pay the dividend and grow better now. In Canada, we’ve always had a good the company,” Allen said. relationship on the oil side with our upstream spirit Magazine 15Commercial Right: Quantitative Analyst Nancy Wu at the Portman House offices Unlike the North American market, Europe Global LNG Manager and North Africa rely on ship-borne crude sales Birger Balteskard instead of pipelines. With the Jasmine platform coming on line soon, another 30,000 barrels per day will be added to the team’s remit. “The business model has changed after repo- sitioning, there’s no question. In the liquids business, we’ve switched to a marketing – not a trading – organization. Commercial people today are working harder than ever to forge strong rela- tionships with the assets and businesses.” From Allen’s perspective, the Commercial business centers on people and systems. “The repositioning effort was an extraordinary piece of work without one major hiccup, a great achieve- ment. We’ve asked our people to take on a lot more, and, without exception, they’ve risen to the challenge.” London Analysts Laurene Trehan and Rhys Grant 16 Conoco PhillipsCommercial City Gateway graduate Paris Daway (center) and his parents Many of the company’s dispositions, including Conoco Phillips London employees Kashagan, Algeria and Nigeria, directly impact the European Commercial organization. On the mentor underserved youth flip side, the region has organic growth oppor- mployees from Conoco Phillips to move forward. He is currently tunities, including Jasmine in the U.K. North Sea ELondon Commercial office are interviewing for a job at Harper- and new deepwater prospects in Angola. partnering with City Gateway, a char- Collins. Shahana Haque, 17, had “We’ve gone through a dip,” Allen acknowl- ity dedicated to bringing hope to the given up on higher education. After edged, “but the future is looking far more Tower Hamlets area by preparing working with Conoco Phillips staff to interesting.” underserved youth to enter the work- develop a business plan for a fashion force. Located at the edge of Lon- company, she will continue further GLOBAL LNG: STRATEGIC SUPPORT don, Tower Hamlets is an ethnically study in fashion. FOR MAJOR PROJECTS diverse area with high unemployment. Matthew Archer, City Gateway Global LNG Manager Birger Balteskard has just Conoco Phillips volunteers are course tutor, said, “The support of returned to his London office from Islamabad, working with a class of 20 stu- Conoco Phillips volunteers has been Pakistan. Developing Pakistan as a new market dents, age 16 to 20, mentoring hugely influential in the lives and for Qatargas 3 is just the latest key project on his them through a range of activities, professional development of these to-do list. “We take gas from thousands of feet including a resume workshop and young people, giving them real-life underground in Qatar, liquefy it by cooling the interview training. Nineteen-year- experience in a corporate environ- gas to -160 degrees Celsius and then ship it around old Aaron Hing, who arrived a year ment and growing their confidence. the world. We’re taking it from places with little ago from Guyana, struggled to find City Gateway is grateful for the or no demand to high-demand markets.” sustainable work or training. Through partnership and the role it plays in Balteskard’s team also markets liquefied the collaboration, he has developed bringing hope to the young people natural gas (LNG) from out of Darwin LNG and the skills and confidence he needed we work with.” Australia Pacific LNG (APLNG), whose first train is slated to start in 2015. Top customers in those Europe Commercial Manager Nick Allen (second from left) with high-demand markets include Japan and a grow- graduates Aaron Hing, Shahana ing China market, where LNG usage is expected Haque and Fahima Khatun to double as part of a national five-year plan. The Global LNG marketing team is not to be confused with the LNG team featured in the 2nd Quarter 2013 spirit Magazine. That Houston-based team, under the leadership of LNG Licensing & Technology Manager Jim Rockwell, has been tremendously successful marketing the Opti- mized Cascade™ liquefaction technology to chill gas. Spread around the world, Balteskard’s Global LNG team has members in Lon- don, Singapore, Brisbane, Beijing, Tokyo and Houston. “Before the split, we traded primarily to make money,” Balteskard said. “Now, we trade Commercial Right: Portman House, home of the London Commercial team Below (from left): Asia Crude Oil & LPG Marketing Manager Mark Sherwill with the Singapore Commercial team Soon Khuan Tay, Lirene Lau, Chean more strategically in direct support of existing grades, one condensate and one liquid petroleum Wei Wong, Mable and future major projects and assets. It’s very gas (LPG) from production in China, Malaysia, Bong, Melissa exciting for us, and we enjoy the high level of Indonesia, Timor-Leste and Australia. Tan, Jolene Tan, Rita Carolina, interaction, working as a seamless team with the “Our production base is in five different coun- Joseph Fam, upstream business units.” tries, each with its own cultural, commercial and Theresa Wong and nationalistic nuances,” Sherwill said. “We have Christina Teo SINGAPORE: SMALL TEAM FACES large- and small-scale production, each requiring a BIG CHALLENGES different marketing strategy.” The Conoco Phillips Commercial office in Singa- Like their Houston, London and Calgary coun- pore faces an array of unique challenges. Led by terparts, Singapore marketers collaborate with Asia Crude Oil & LPG Marketing Manager Mark regional business units, managing day-to-day chal- Sherwill, the team markets six regional crude lenges associated with the movement of oil. 18 Conoco Phillips

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