壳牌公司招聘信息
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| Shell Achieve More Together 2006 –2007 Shell Graduate Application Start Now – Closing date on Oct. 8th. 2006 – 2007 Graduate Application Process: Step 1: Online Application – www.shell.com.cn -> Jobs & Careers -> Graduates Step 2: First interview by telephone. Step 3: Second interview: face-to-face group discussion. Step 4: Shell Recruitment Day. Step 5: Offer. Once you submit your online application, you will get an auto confirmation email. We will update your application status along the way, please revisit your application account regularly. All selection process will be completed by mid of December. Offer will be made from mid of Nov. until mid of January 2007. We look forward to seeing you soon. Shell Graduate Development Program - A well-structured development program for your early career with Shell The objective of the Graduate Development Scheme is to fast track high potential graduate to first line managerial roles in 3 years time to prepare them for senior leadership roles in longer-term On-the-job Learning: Real and Stretching Job Assignments • Real job not just "training scheme". From the first day, graduate entrants will do a real job, with real accountabilities and deliverables. • Stretching job assignments. Each job assignment is intended to be stretching to push you achieve what it may seem beyond your reach. • Wide exposure. In the scheme, a graduate staff will normally rotate 2 assignments in different areas of their chosen function, which may include oversea assignments. But each assignment will be long enough to allow the true assumption of responsibility and proper performance assessment Training Alongside your on-the-job learning, Shell also provides a variety of training to meet your personal development and business needs. Your training is customized by the annual Individual Development Plan (IDP), which is agreed by you and your supervisor. Examples of training courses : • Managerial and leadership skills • Technical and functional skills • Training for recognized professional qualifications • English And whatever your business area, 6 to 12 months after you join, you'll have the opportunity to attend "Shell Life". "Shell Life doesn't give the answers - it gives you the tools to get there." Shell Life Programme for graduate starters intensive, interactive, inspirational * Five intensive days introducing Shell's global businesses * Develop business, interpersonal and leadership skills * Network with other graduate joiners from around the world * Challenge your perceptions of yourself and the organization * Build self-confidence and business awareness Performance Feedback and Assessment Shell is a meritocracy world. Performance assessment lies at the heart of the Shell systems. The objective of performance management is to assess and reward performance, and to identify strengths and areas for improvement. During the graduate development scheme, graduate staff will receive more frequent performance reviews than other staff. The feedback and coaching is conducted in 2 –way between you and your supervisor constantly, which will help you understand the job content and responsibilities, while also help you grow in professional competence and capability as well as self-awareness. Three Routes to Shell There are three alternative routes into Shell for you to choose from. Any one of these can lead to a permanent job offer. There's real flexibility, as each route offers a very different taste of life at Shell. And it's worth finding out more now, as you'll be asked to select your preferred route during the application process. Option A: Shell Recruitment Day This eight-hour day includes exercises, presentations and a group discussion - enabling you to find out how well you cope in different business scenarios and assess your potential for business or technical leadership. It's not a competition for jobs - simply chance for us to observe you in action. Option B: Gourami Business Challenge Gourami, a fictional country bordering the Option C: Internship Want to test and prove yourself over an extended period? An Internship will give you first-hand experience of Shell as an employer - and exposure to a range of real-life business projects. Along the way, you'll benefit from detailed feedback on just how well you're doing. Which means, in short, you'll find out if you've got what it takes. For more information, please visit www.shell.com.cn-> Jobs & Careers |
参考wikipedia
| 公司類型 | 上市公司（阿姆斯特丹、伦敦、纽约三地上市） |
|---|---|
| 成立時間 | 1890年 |
| 總部地點 | 荷兰海牙（荷兰皇家石油）及英国伦敦（壳牌运输贸易） |
| 重要人物 | 范德伟（ Jeroen van der Veer ）：集团CEO兼荷兰皇家石油公司主席 |
| 口號 | Made to Move |
| 產品 | 原油、汽油、天然气、各种化工产品、太阳能板等 |
| 營業額 | 1335亿 |
| 員工數 | 11.9万人 |
| 網站 | www.shell.com |
荷兰皇家壳牌集团（Royal Dutch Shell，又译蚬壳公司）是世界第二大石油公司，总部位于荷兰海牙。
壳牌由荷兰皇家石油与英国的壳牌两家公司合并组成。荷兰皇家石油于1890年创立，并获得荷兰女王特别授权，因此被命名为荷兰皇家石油公司。为了与当时最大的石油公司，美国的标准石油竞争，1907年荷兰皇家石油与英国的壳牌运输贸易有限公司合并。
壳牌是所谓的七姊妹（Seven Sisters）之一，至今依然是石油、能源、化工和太阳能领域的重要竞争者。壳牌拥有五大核心业务，包括勘探和生产、天然气及电力、煤气化、化工和可再生能源。壳牌在全球140多个国家和地区拥有分公司或业务。
壳牌的公司结构十分独特：世界各地的分公司是由总部设在荷兰的荷兰皇家石油公司和总部设在英国的壳牌运输和贸易公司共同管理的，其中荷兰皇家控股六成，英国的壳牌控股四成。还有一些公司则是壳牌和其他公司或政府的合资企业。荷兰皇家/壳牌集团最大的股东是荷兰王室的投资公司。
许多环境保护和人权团体多次指责壳牌的一些行为。壳牌曾与尼日利亚的军人政府进行过石油开采合作，并导致8名异议分子被处死；壳牌还曾经试图将旧的石油开采设备遗弃在英国北海，但在遭到环境保护主义者抗议后被迫将其拖上岸销毁。但相对于其他石油公司，壳牌在环保方面的贡献也比其他石油公司为多。
2000年，壳牌中国与中国海洋石油合资的中海壳牌石油化工签约，这项总投资达40亿美元的合资项目是中国迄今为止最大的中外合资项目之一。 壳牌目前与中国北京、天津、广东、成都建有加油站。
2004年1月9日，壳牌公司宣布调低公司已探明的石油和天然气储备，引起震惊。之后公司承认3年来共夸大了48.5亿桶的石油天然气储备，公司的3名高层人员离职。4月，标准普尔将壳牌公司的评级从AAA级调低到AA+，该公司之前拥有标准普尔和穆迪两家国际评级机构AAA的评级，是欧洲两家得到双AAA评级的公司之一。4月28日，美国司法机构和英国当局都开始对事件展开调查。
2006年2月24日，尼日利亚南部哈科特港的一家法院判定，壳牌石油公司须赔偿尼南部伊角族居民15亿美元，以补偿石油开采活动对当地环境造成的破坏。
七姊妹 (石油)
七姊妹（Seven Sisters）指的是在标准石油被分割后所形成的七家较大的石油公司。在这七家公司中，三家曾经是标准石油的一部分，另外四家则是原有的石油公司。
七姊妹包括：
- 新泽西标准石油，即后来的埃克森，现在的埃克森美孚；
- 壳牌公司（英荷合资）；
- 英国波斯石油公司，即后来的英国石油（后来又与阿莫科合并，但依然叫英国石油）；
- 纽约标准石油，即后来的美孚石油公司，之后与埃克森合并组成埃克森美孚；
- 德士古，后来与雪佛龙合并成为雪佛龙德士古；
- 加利福尼亚标准石油，后来成为雪佛龙，现与德士古合并为雪佛龙德士古；
- 海湾石油，后成为雪佛龙的一部分；
到2004年，7家中还有4家继续营业，他们是埃克森美孚、壳牌、英国石油和雪佛龙德士古。
| Type: | Public |
|---|---|
| Founded: | 1907 |
| Headquarters: | The Hague |
| Key people: | Jeroen van der Veer, CEO Jorma Ollila, Chairman |
| Industry: | Oil and gas |
| Products: | Oil Natural gas Petrochemicals |
| Revenue: | US$306,731 billion (2005) |
| Net income: | US$26,261 billion (2005) |
| Employees: | 112,000 |
| Website: | www.shell.com |
Royal Dutch Shell PLC is a multinational oil company of Anglo Dutch origins, which is amongst the largest energy corporations in the world, and one of the five "supermajors" (vertically integrated private-sector oil, natural gas, and petrol (gasoline) companies). The company's principal business is the exploration for and the production, processing, transportation and marketing of hydrocarbons (oil and gas). Shell also has a significant petrochemicals business (Shell Chemicals), and an embryonic renewable energy sector developing wind, hydrogen and solar power opportunities. Shell is incorporated in the UK with its corporate headquarters in The Hague, its tax residence is in the Netherlands, and its primary listings on the London Stock Exchange and Euronext Amsterdam ("A" shares only).
Shell's revenues of $306.73 billion (2005) made it the third-largest corporation in the world by turnover in 2005 and its profits of $25 billion made it the world's second most profitable business in terms of gross profits, the Forbes Global 2006 ranks it as the second-largest company in the world. Shell operates in over 140 countries worldwide, and its largest revenues come from the United States. Its subsidiary in the U.S., Shell Oil Company, has its head office in Houston, Texas.
Origin of the name and logo
The origin of the brand name Shell is linked to the origins of The "Shell" Transport and Trading Company. In 1833, the founder's father, also Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose built oil tanker, the Murex, to enter this market. By 1907 the company had a fleet of oil tankers.
The Shell emblem is one of the most familiar commercial symbols in the world. Known as the "Pecten" after the sea shell, the giant scallop, Pecten maximus, on which its design is based, the current version of the logo was designed by Raymond Loewy and introduced in 1971.
History
The Royal Dutch/Shell Group was created in February 1907 when the Royal Dutch Petroleum Company (legal name in Dutch, N.V. Koninklijke Nederlandsche Petroleum Maatschappij) and the "Shell" Transport and Trading Company Ltd of England merged their operations to compete against the then-giant American oil company, Standard Oil. Prior to unification, the group operated under a number of operating and shareholder agreements.Royal Dutch Petroleum Company was a Dutch company founded in 1890 by Jean Kessler, along with Henri Deterding and Hugo Loudon, when a Royal charter was granted by Dutch queen Wilhelmina to a small oil exploration company known as "Royal Dutch".
The "Shell" Transport and Trading Company (the quotation marks are official) was a British company, founded in 1897 by Marcus Samuel and his brother Samuel Samuel.
In 1919, Shell took control of the Mexican Eagle Petroleum Company and in 1921 formed Shell-Mex Limited which marketed products under the "Shell" and "Eagle" brands in the United Kingdom. In 1931, partly in response to the difficult economic conditions of the times, Shell-Mex merged its UK marketing operations with those of British Petroleum to create Shell-Mex and BP Ltd, a company that traded until the brands separated in 1975.
In November 2004 it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its principal listing on the London Stock Exchange and the Amsterdam Stock Exchange and its headquarters in The Hague in the Netherlands. The unification was completed on 20 July 2005. Shares were issued at a 60/40 advantage for the shareholders of Royal Dutch.
Under the old capital structure, Shell's ADRs were traded on the New York Stock Exchange under RD (Royal Dutch) and SC (Shell).
Shell is the world's second-largest publicly traded oil company based on revenues (after ExxonMobil) and the second most profitable (after ExxonMobil).
Businesses
One of the original Seven Sisters, Royal Dutch/Shell is the world's second-largest oil company by revenue, and a major player in the petrochemical industry and the solar energy business. Shell has six core businesses: Exploration and Production, Gas and Power, Downstream, Chemicals, Renewables, and Trading/Shipping, and operates in more than 140 countries. Around the world, Shell has a high customer loyalty rate due to its high quality of fuels. (Only Chevron and BP have such high rates in the US.) In fact, after its introduction of its reformulated premium unleaded gasoline known as V-Power (called Optimax in Australia) in 2004, it quickly surpassed BP Ultimate (known as Amoco Ultimate in the US, but still sold at BP stations) as the best-selling premium unleaded fuel in the world.
Shell's primary business was, and is, the management of a vertically integrated oil company. The development of technical and commercial expertise in all the stages of this vertical integration from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the Group was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved and which contributes a significant proportion of the company's profits. The chemicals business, involving the production and marketing of a range of hydrocarbon-derived chemical products, was a logical step downstream from the processing of crude oil in the refinery. Some of the chemicals diversifications, e.g. agrichemicals, have been disposed of following major restructuring in Shell Chemicals over the past ten years, but there is still a large core chemicals business within the company.
Over the years Shell has occasionally sought to diversify away from its core oil, gas and chemicals businesses. These diversifications have included nuclear power (a short-lived and costly joint venture with Gulf Oil in the USA); coal (Shell Coal was for a time a significant player in mining and marketing); metals (Shell acquired the Dutch metals-mining company Billiton in 1970) and electricity generation (a joint venture with Bechtel called Intergen). None of these ventures were seen as successful and all have now been disposed of. In recent years Shell has moved tentatively into alternative Energy with investments in solar power, wind power, hydrogen, and forestry. The forestry business went the way of nuclear, coal, metals and electricity generation, and was disposed of in 2003.
Texaco
In 2001, the Federal Trade Commission (FTC) demanded that Texaco, in order to merge with Chevron Corporation, sell 13,000 Texaco service stations and several refineries, including its stakes in Equilon (to Shell) and Motiva (three refineries; to Shell and Saudi Aramco, 50/50 joint venture).
Shell used Texaco brand exclusively in the U.S. through 2004, and non-exclusively through June 2006. Chevron now owns full U.S. rights to the Texaco moniker.
Combination of Royal Dutch and Shell
On 28 October 2004, the company announced its proposal to merge Royal Dutch and "Shell" Transport and Trading into one entity, Royal Dutch Shell plc, to be "incorporated in the UK but headquartered and tax resident in the Netherlands". The new parent company's primary listing will be on the London Stock Exchange. On 28 June 2005 investors in both Shell Transport and Trading and Royal Dutch approved, at their Annual General Meetings, plans to merge the Group's dual-ownership structure and create a single company worth £120bn ($219bn). The new company now operates in 140 countries and employs around 122,000 people.
The type of business structure now to be created was not legally possible in 1907 when the Group was established, and the unique form of organisation that was then adopted by Shell, although durable, had come under criticism in recent years. Some critics thought that as the two parent companies had separate boards, with separate memberships, this meant that there was a certain amount of (undesirable) independence of each of the companies from the other. Others felt that the real power in Shell lay not with the two parent company boards at all but with the "Committee of Managing Directors" (CMD), which had no legal status but nevertheless took all the key operational decisions. The new organisation structure follows a more conventional business model (e.g. in line with most other private sector oil companies) and most commentators have commented favourably on the change, which they believe will establish a more transparent and accountable corporation. The CMD is abolished under this new structure, board meetings will be more executive in character, and there will (now) only be one "Shell" AGM each year.
Royal Dutch Shell plc domain name oversight
Due to an oversight, Shell failed to register the top level internet domain name for the new company, royaldutchshellplc.com. In May 2005 it launched proceedings via the World Intellectual Property Organization to request the transfer of the domain name, along with two other domain names relating to Shell including royaldutchshellgroup.com, from their holder, Alfred Donovan, a former marketing consultant to Shell. However, Shell lost the case and Donovan retains the domain name registrations, which he uses on two websites, the first to publish extracts from and personal views on news articles relating to Shell in the international media, and the second expressing his critical views on a number of aspects of Shell's operations.
Pioneering use of the Internet: The "Tell Shell Forum"
The Royal Dutch Shell Group was the first multinational to set up an online discussion facility for its stakeholders and the public to engage in open debate about its activities: the "Tell Shell Forum". This was a farsighted innovation years before the advent of the blog sites which now proliferate on the Internet. On 7 June 1999, Mr. John Hofmeister, Shell's then Director of Human Resources, confirmed in a posting on the Forum that "We genuinely do welcome all comments, positive and negative. We also believe that employees must be able to speak out without fear of rebuke or retribution. This website is in itself evidence that we are interested in seeking your views and willing to listen and respond." (Mr. Hofmeister is now President of Shell Oil Company in the United States). The intention to provide a forum without editing of comments by the forum staff members was confirmed in a posting made on the Tell Shell Forum by Claire Harris of Shell International Petroleum Company on 16 November 1999, under the subject heading of "Uncensored forums". Extracts from these postings can be read in a prophetic article by Shell critic Alfred Donovan posted on "the Tell Shell Forum" on 25 October 2005 shortly before the Forum in its "blog" form was suspended. At some point the censorship free policy changed. Shell now admits a policy of staff members editing comments made by forum members of the Forum. The Donovan article goes further by alleging that secret editing of posts by the owners of the forum has taken place on the forum. The Tell Shell Forum in its "Blog" form remains suspended. In May 2006, it was reported that Shell intends to appoint a digital agency with "experience in turning around corporate reputations" (Campaign Magazine: "Shell seeks agency for online makeover").
The Shell LiveWIRE Programme
Shell LiveWIRE has over 21 years experience of encouraging young people to start and develop their own businesses in the UK. Free information, one-to-one advice and practical support are available for 16-30 year olds exploring the possibility of starting their own business. There is an interactive website providing an idea exchange facility. Shell promotes the scheme with a contest offering a top prize worth over £10,000 and the title "Shell LiveWIRE Young Entrepreneur Of The Year". Since the 1982 launch of the LiveWIRE programme in the UK, over £3 million in cash prizes have been awarded and over 600,000 young people have used the free service. This has resulted in the creation of 2,665 new jobs. Following the success of Shell LiveWIRE in the UK, similar LiveWIRE schemes have been set up by Shell in many other Countries.
The Shell Foundation
In 1997, Shell decided to launch a new worldwide, social investment initiative to concentrate on working with external partners to promote sustainable development on a global basis. This decision led to the establishment of "The Shell Foundation", an independent registered charity. Three senior Shell executives are on the board of The Shell Foundation balanced by an equal number of independent non-executive directors, in line with The Charity Commission rules. The Shell Foundation is entirely dependent on the parent company. In 2000 Shell gave the foundation $250m (£133m) in cash. This money is being managed on the charity's behalf by independent advisers but cannot be used until 2010. The Shell Foundation draws upon its links with the Shell Group to harness the "knowledge, leverage and convening power of Shell companies in ways that add real and transparent value to achieving the charitable objectives of the Shell Foundation." (extract from The Shell Foundation website). In South Africa and Uganda, The Shell Foundation has facilitated the formation of ground-breaking partnerships that help small local businesses to enter the energy services market on a financially viable basis which allows them to serve the needs of the impoverished. The Shell Foundation claims on its website that it is also "Bringing down the number of deaths caused by indoor air pollution; Easing the traffic congestion and pollution clogging up developing country mega-cities and; Giving developing-country producers improved access to world markets." Further details about the background and activities of The Shell Foundation are contained in a Daily Telegraph article "One Shell of a fight against poverty", which is a source of some of the above information.
Shell whistleblower helpline
Royal Dutch Shell Plc has set up a global internet based facility for whistleblowers to report alleged violations of the law or of Shell General Business Principles (the SGBP); a voluntary code of ethics pledging transparency, integrity and honesty in all of Shell's business dealings. The SGBP were not drafted for use in the courts and are binding in honour only. Shell management believes the "Shell Global Helpline" is of "critical importance" in protecting Shell's reputation. An independent firm, "Global Compliance", has been retained to receive information and complaints. Such complaints will be passed to the Shell Group where authorised persons "will ensure they are dealt with in a professional and confidential manner." Whistleblowers will be asked to provide identity details but anonymous reports will also be accepted. The Helpline is available to "customers, suppliers, partners, advisors and employees of Shell".
Profit announcement
On 2 February 2006 the company released details of its profits. It broke the record for the greatest annual profit for a British or Dutch company, with a total of $26.261 billion, up by a third from the previous year. This met with controversy throughout Europe with high petrol prices being blamed, though most of their profits actually come from the sale of oil that they have found and extracted.
高层访谈
陈逸嘉： 在中国建"壳"
陈逸嘉：壳牌东北亚集团主席，55岁，1973年毕业于英国诺丁汉大学机械工程专业，获得理学学士学位，现为特许工程师、英国机械工程师协会成员和马来西亚工程师协会会员。
记者手记
一"音"之差与高尔夫"外交"
在中国众多外资公司中，壳牌(Shell)的名字最有趣。"壳"在汉语中是多音字(Ke和Qiao)，多数情况下，它读"Ke"，如"贝壳"，而英文"Shell"的汉语直译即为"贝壳"。因此，当百年前壳牌进入中国时，人们便称其为"壳(Ke)牌公司"。然而，当这一称谓的拗口与字面意思的费解影响到公司在华业务的开展时，一位在壳牌工作的"中国通"，开始称呼公司"壳(Qiao)牌"。"Qiao"与英文"Shell"谐音，又巧妙地运用了汉语普通话中"儿化音"的上口与诙谐，可谓一举两得。据说，改名之后，壳牌在华业务开始突飞猛进。一"音"之差，尽显了壳牌中国化的智慧与机敏。
在石油石化圈子里，陈逸嘉对高尔夫球的钟爱，有口皆碑。据说，在中国迄今为止最大的中外合资项目---中海壳牌南海石化项目谈判的最紧张阶段，陈也不忘在球场上忙里偷闲。
一个暖洋洋的冬日上午，陈逸嘉在宽敞的办公室里接受了记者的采访。为了弄清中海壳牌南海石化项目最后签约成功的"机密"，记者一见陈，便开门见山："听说中海油董事长卫留成也很爱打高尔夫球，你是否和他交过手？"
一阵爽朗的笑声之后，陈思考了片刻回答："高尔夫是一项非常好的运动，它最大的作用在于增进友谊。"陈面带微笑，语气舒缓，但没有正面回答记者的提问。
虽然没有得到满意的答复，但陈儒雅的气质与敏锐的思维还是给记者留下深刻印象。理科出身的背景以及长期从事海上和陆上油气设施建造工程的设计工作经验，塑造了陈缜密而富有创造性的思维。即使28年的壳牌工作经验成就了他目前就任东北亚集团主席的辉煌，陈还会时常极其投入地与技术人员一起讨论各种工程问题，丝毫没有身居高位的盛气与傲慢。在陈的心目中，他更看重主席的责任而不是权力。
陈的办公室布置得清新而典雅。办公桌上，古色古香的仿膳茶杯中飘出淡淡茶香；墙壁上，一幅田园风光的中国画，诗意无限。然而，就在这过滤了喧嚣和尘念的品茗赏画的优雅风情中，壳牌在中国的一项项重大投资决策相继出台。"至少在今天看来，壳牌为在中国取得的成就而骄傲。"陈逸嘉语气中肯。
采访临近结束时，记者在一个并不引人注目的地方发现了陈的"全家福"。照片上，一个英俊的男孩、两个如花似玉的姐妹，还有善良贤慧的妻子，这就是被陈视为"人生最大财富"的家庭。即使工作再忙，陈也经常与家人团聚，因为他始终认为，一个成就大事业的人，应当首先懂得生活。
打高尔夫球是生活，品茗赏画是生活，与家人在一起更是生活，陈逸嘉在热情体味生活的同时，打理着壳牌在中国的生意，诠释着壳牌本土化生存之道。
对话录
投资中国---不仅仅用"钱"铺路
主持人：我们注意到，壳牌在中国的投资重点正从风险勘探向天然气的大规模开发利用转移，这体现了壳牌怎样的中国投资战略？
陈逸嘉：壳牌在中国真正开展业务，始于上个世纪70年代。今天，无论上、中、下游，我们在中国都有着巨额投资。上个世纪80年代初，当中国海域首次对外资开放时，我们便与刚成立不久的中海油展开合作，以分成合同的形式，开采中国近海的油气田。目前，壳牌在中国上游勘探方面的投资已超过8亿美元。
在中游和下游，去年底正式开工的中海壳牌南海石化项目和与中石化合作的在江苏省合资经营、建设不超过500座加油站的计划，最为引人注目。前者总投资达43亿美元，是中国目前最大的中外合资项目；而后者如能顺利实施，则标志着中国成品油零售市场寡头垄断局面的终结。此外，我们积极介入西气东输工程，也极大地提升了壳牌在中国的知名度。
如果回首20多年壳牌在中国投资，总结一些心得的话，我们认为，坚定不移地巩固上游；积极寻求合作，介入中游；看准中国加入WTO机会而打入下游，是壳牌始终遵循的投资法则。此外，虽然壳牌在中国的每项投资都相当巨大，但这并不意味着壳牌仅仅靠钱铺路。
主持人：自1997年12月起，你开始担任壳牌南海有限公司的执行董事，主要负责南海石化项目的工作，这一项目在经过11年艰苦谈判，最终成功的原因是什么？它对壳牌意味着什么？
陈逸嘉：的确，我们与中海油关于南海石化项目的谈判，时间长达11年，从1991年开始，断断续续，一直到2002年底我们最终做出了投资这一项目的决策。至于最后的成功，我想，对于双方来说，都已是意料之中的事。
外人很难想像，这是一个非常复杂的项目，前期准备工作，头绪众多。其中，大框架的工作就包括市场调研、融资方案、政策考察、日后运行的经济分析等等，而每一大框架的工作中，又有繁多的分部工作。可喜的是，由于彼此的信任与谅解，双方最终出色地完成了所有预期的工作。
这一43亿美元的投资项目，对壳牌来说，也是为数不多的几个全球范围内最大的投资项目之一。在此之前，我们在菲律宾、加拿大、北海等地的上游勘探项目中，投资很大。
主持人：在中海壳牌南海石化项目上，中海油吸引你们的到底是什么？你刚才说壳牌在中国的投资不仅仅用钱铺路，单就此项目而言，壳牌是否有意借助资本市场的力量？
陈逸嘉：搞这样一个大项目，钱是非常重要的。在43亿美元的总投资中，约40%要求双方以现金形式投入，另外60%通过向国内外银行借贷和出口信贷等方式解决，目前，这一项目还没有考虑使用资本市场的资金。在40%的股本中，壳牌占50%，中海油与惠州市政府占50%，一算便知，壳牌当期的现金投入相当巨大。
当然，以壳牌的实力，资金不是问题，在中国的投资，也不是资金可以完全解决的。我们之所以选择中海油和惠州市政府作为合作伙伴，主要是看中了中海油在海上石油天然气开采上的优势和惠州临近南海油气资源的条件。而且，当地的投资环境有利于壳牌发展，在中国一体化石化基地的布阵中，惠州也举足轻重，这些资金之外的考虑因素，最终导致了我们的投资决策。
主持人：除资金之外，壳牌是否在尝试向中国输出先进生产技术和管理方法？
陈逸嘉：是。去年11月，壳牌全球解决方案公司(ShellSolution)与中石化签署了关于全面提升南京金陵炼油厂利润的项目谅解备忘录，这份备忘录是2000年壳牌与中石化签署的"战略联盟协议"的一部分。该项目旨在最大限度地发挥金陵炼油厂现有设备的效率，提升工厂整体利润。我们的全球解决方案，使授权接受方在得到壳牌资金的帮助之外，能够真正学到壳牌的生产技术与管理经验等精华，从而根本提升这一国家的石油化工工业水平。
合作中国---寻找最有竞争力的伙伴
主持人：在中国加入WTO后，石油石化领域面临逐步开放的大趋势下，壳牌的中国战略会否适时地加以调整？
陈逸嘉：现在很时髦的一个词叫"与时俱进"。中国加入WTO后，三年将放开成品油零售，五年放开批发，这对国外石油公司而言，无疑是千载难逢的机遇，我们的中国战略必将做出调整。
调整的重要举措之一，便是像我们当年在上游领域与中海油合作一样，在即将对外资开放的下游领域尽快寻求最有竞争力的中方合作伙伴。
其实，我们在中国成品油零售领域并非无所作为。目前，我们在北京、天津、广州等地有40家加油站，但相对于中国8万座加油站来说，壳牌在中国的成品油零售窗口数量还微不足道。
主持人：众所周知，在中国，成品油零售环节受到政府的严格监管，政府只授权中石油与中石化两大集团可以新建加油站，壳牌与中石化、中石油的合作在逐步加深，甚至向加油站的微观管理领域推进，壳牌这样的做法是否已经突破了中国政策的限制？
陈逸嘉：的确。我们目前只能与两大集团合作，这是中国的现实告诉我们的。在一个市场经济尚在初级阶段且石油石化领域计划经济色彩仍很浓重的国家，这一切都是可以理解的。
值得注意的有两点：一、在中国8万座加油站中，两大集团的只占一半左右，另有近4万座在其他企业甚至私人手中；二、到目前为止，我仍没有发现在经营管理等方面有超过两大集团的加油站。这两点说明，随着时间的推进，国际石油公司进入中国成品油零售市场的机会将越来越多，而目前，两大集团仍是最佳的合作伙伴。
我们与中石化关于下游领域的合作，始于中石化海外上市招股。在认购中资石油公司海外上市股份上，我们落在了BP的后面，它率先成为了中石油的战略投资者。在中石化海外上市时，我们充分认识到了这一重要性。而作为交换条件，我们与中石化签署了在江苏省新建500座合资加油站的框架协议。请注意，是"框架协议"，目前，中央政府还没有正式批准两大集团与其战略投资者签署的任何一个关于下游销售市场的协议。
应该指出的是，与中石化的合作，将使我们在中国的加油站业务产生飞跃。在建立这一合资项目的同时，我们还会参与到这500座加油站的经营管理中，因此，这是全方位的合作，这一机会对于壳牌这样的国际石油公司来说，非常难得。
主持人：中国的成品油市场非常广阔，壳牌是否会将在加油站方面的成功经验推及到在中国的其他合作项目？
陈逸嘉：我们与中石化的战略合作，带来了在江苏新建500座加油站的初步成功，我们也希望这一范例能带动更多的合作项目。同时，我们也在积极寻求在其他省份、与其他合作伙伴以其他形式进行合作。我们相信，随着2004年成品油零售市场全面放开后，我们将有更多机会参与到这一市场中。
规划中国--着眼长远、长期看好
主持人：中国有句古话："凡事预则立，不预则废。"作为国际知名石油公司，壳牌在中国制定发展规划的依据是什么？规划将主要围绕哪些核心业务展开？
陈逸嘉：壳牌有一个特殊的部门，它不直接创造利润，但我们挣的每一分钱都与它有着千丝万缕的联系，这就是"情景规划部门"的魅力。事实上，我们不能预测世界发展过程中的许多不确定因素，但我们却可以通过各种技术手段去了解影响这些因素的原因。按照这样的理论，这一部门每年都要做大量的调研工作，试图研究各国未来的能源需求、能源战略，从而制定壳牌在各国未来的发展规划。
通过对中国未来能源市场的预测，我们认为，天然气在一次能源消费中的比例将大为提升。这不仅因为中国陆地和海上都有着丰富的天然气资源，更因为作为煤炭消费和煤烟污染大国，中国政府正急于净化人民的生活环境。
因此，天然气及其发电业务，将成为壳牌未来在中国的投资重点。
主持人：壳牌对中国下游天然气利用市场的长期看好依据是什么？
陈逸嘉：具体的商业利润数字，很抱歉，我不能透露。但我可以肯定地告诉你，首先，在上游天然气资源上，我们信心十足。就在去年，塔里木盆地还有几次成功的发现。而且，我们对那里的天然气储量的发现突破，也保持乐观。其次，下游天然气利用市场更没有问题。我刚才说过，我们的规划部门已预测了中国未来20年的天然气需求量，这一相当可观的数字足可以确保壳牌及各中方合作伙伴取得极为诱人的商业利润。
我们目前正在积极与中石油、华东各地政府及其他合作伙伴合作，确保下游天然气市场的成功开发。当然，这是一项前无古人的事业，具体的工作方法需要大胆创新。此外，政府的支持也极为重要。
主持人：在开发天然气下游市场之时，壳牌如何满足客户不同层次的需求？另外，目前，壳牌是否已在下游市场投入资金？
陈逸嘉：我们与中石油在西气东输项目上的框架协议中包括下游的市场开发，即：成立联合销售公司，我们有责任将我们在其他国家的成功经验带给中方合作伙伴。
在开发天然气下游市场之前，如何制定行之有效的法律、政策，至关重要。这需要政府有关部门的创新。
同时，天然气下游市场客户有着不同的需求，如：发电用户、工业用户、住宅燃气用户、石油化工生产用气用户，等等，如何针对他们的不同选择，生产出同一品质(天然气)下的不同产品(个性化的天然气产品)，需要我们及各合作伙伴的创新。
而最需要创新精神的，还是我们的用户。对于一种清洁但昂贵的能源，能否顺利接受，将是考验一个国家人民集体创新能力的时候。
当然，我们会尽力降低下游天然气的价格，因为昂贵的价格最终将影响我们的利益。但连同天然气灶在内的诸多投资加在一起，仍不可小看。
至于目前是否投入资金，要说明的是，西气东输工程，我们参与的是上游开采和管道建设(直到城市门站)，我们的参与并没有延伸到门站以外。其实，项目合作的任何一方，都有权利去参与下游市场的开发，如：当地城市网络的建设。壳牌目前在发电和城网的建设方面，正积极寻求投资机会。
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