global citizenship - schlumberger

A framework supporting six global issues on which we have an impact as a business and as a community of individuals:

n Climate Change n Malarian Environment n HIV/AIDSn Driving Safety n Education

Global Citizenship2011

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Ethics and Governance

Training and Development

DiversityHealth,

Safety and Environment

MalariaHIV/AIDS

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DrivingSafety

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Climate ChangeOverview: Finding Solutions to Climate ChangeInterview: Kamel Bennaceur, Chief EconomistCase Study: Storing CO2 to Counter Climate ChangeCase Study: Measuring Carbon Storage SuccessCase Study: Permeability Measurements with CMR Service

EnvironmentOverview: Minimizing Our Environmental FootprintInterview: Hannah Scott, Environmental AuditorCase Study: Reusing Packaging Cuts Costs and WasteCase Study: Seismic Savings from RecyclingCase Study: Efficient Wastewater Treatment in Mexico

Driving SafetyOverview: Promoting Driving Safety Interview: Wayne Fulin, Area HSE ManagerCase Study: Driving Fleet SafetyCase Study: Driving Road Safety with Simulator Training Case Study: Electronic Management for Safer Journeys

Table of Contents

MalariaOverview: Preventing MalariaInterview: Dr. Uche Okorocha, Health Advisor, West Africa GeoMarketCase Study: Extensive Malaria Prevention Program Reduces RisksCase Study: The Net Benefits of Conquering MalariaCase Study: Clear Strategy and Planning Prevents Malaria

HIV/AIDSOverview: Raising HIV/AIDS AwarenessInterview: Dr. Alex Barbey, International Health Coordinator Case Study: Care Program Helps Employees Cope with HIV/AIDSCase Study: Non-Discriminatory HIV Policy Raises AwarenessCase Study: Campaign Raises HIV/AIDS Awareness

EducationOverview: Supporting the Community Through Science and HSE EducationInterview: Hatem Soliman, President, Schlumberger Testing Services Case Study: Supporting Education Helps Indian Tsunami SurvivorsCase Study: Nurturing a Passion for ScienceCase Study: Providing Access to Education in ChadCase Study: Bringing Science to Life

Chairman’s introduction

When industrialist Paul Schlumberger financed his sons’ research into the electrical prospecting of the earth’s subsurface, his imperative was clear: “If the convergence of the scientific and commercial viewpoints is too difficult,” he wrote, “it is better to opt for the viewpoint of science—which is a great force for peace, for the individual as well as for humanity.”

Marcel and Conrad Schlumberger went on to create a company founded on these principles, and their company has flourished for 80 years. Through the decades, our adherence to the highest ethical standards everywhere we work has contributed substantially to the success of Schlumberger as the oilfield service industry’s technology leader.

We place high value on quality—in this case, the quality of our behavior as an employer, a supplier, a client, and as members of the communities in which we live and work. In 2004, we acknowledged this formally by creating our Global Citizenship framework.

The framework sits on a bedrock of ethical behavior, strong governance, cultural diversity, development of people and our commitment to health, safety and the environment. Without these historical anchor points we could not begin to consider ourselves global citizens.

Our framework focuses on six specific global concerns upon which, given our combination of organizational strengths, technological expertise and cultural values, we have the greatest impact as a business and as individuals. The six concerns are climate change, the environment, driving safety, malaria, HIV/AIDS and education.

We continue to strengthen our practices in each of these areas and our approach is driven by taking pride in how we conduct our business, pursuing excellence and making commitments we can keep.

Today more than ever we are conscious of our contributions to addressing global issues and hope this booklet provides you with a clear understanding of our commitments and practices.

Andrew Gould Chairman, Schlumberger

Schlumberger and Global Citizenship

A range of solutions is needed for tackling climate change. Carbon capture and storage (CCS) could provide a signi�cant part of the answer.

That’s why Schlumberger is taking a proactive stance—playing a leading role in developing signi�cant demonstration projects, supporting international forums, collaborative research, and organizations dedicated to addressing carbon dioxide (CO2) issues. We are offering a truly multidisciplinary and highly practical approach to an extremely complex issue.

WHY IS CLIMATE CHANGE A GLOBAL CITIZENSHIP CONCERN? n Atmospheric concentration of CO2 is continually rising, and

scientists are now more convinced than ever that man-made CO2 emissions are contributing to changes in the climate.

n The need to balance the supply of safe, affordable energy against environmental impacts has never been greater.

n From 2050 onward, oil and gas reserves will be signi�cantly depleted and additional cleaner energy sources must be in place.

n In the meantime, CO2 emissions must be reduced.

WHO IS CONCERNED? Society at large, which includes employees, clients, suppliers, contractors, and the community.

HOW IS SCHLUMBERGER CONTRIBUTING TOWARDS FINDING SOLUTIONS TO CLIMATE CHANGE? n The United Nations Intergovernmental Panel on Climate

Change (IPCC) has endorsed CCS as one of the �ve most promising CO2 mitigation strategies.

n Within this context, and as an axis of our contribution to reduction of CO2 emissions, we’ve created a business, Carbon Services, to provide technologies and sub-surface expertise maximizing the capture and the storage of CO2—this is a young business with a promising future.

MITIGATION OPTIONS1 Reduce dependence on hydrocarbons through

energy ef�ciency.

2 Capture and store CO2 emissions in depleted reservoirs, saline aquifers, and coal beds.

3 Develop cleaner fuels and re�ning processes.

4 Develop new engines to operate with cleaner hydrocarbons, hydrogen, and renewable fuels.

5 Develop cleaner alternative sources of energy—nuclear and renewables.

Source: IPCC

Schlumberger is a stakeholder in the international Carbon Sequestration Leadership Forum (CSLF) and an active member of the IEA Greenhouse Gas R&D Programme (IEA GHG) and the European Technology Platform on Zero Emission Fossil Fuel Power Plans (ZEP). Our involvement extends to national and international programs such as the Regional Carbon Sequestration Partnerships (RCSP) in the USA and the Otway Basin Pilot Project, led by the CO2CRC in Australia.

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Overview: Finding Solutions to Climate ChangeWhen it comes to tackling climate change, a range of solutions is needed. Carbon capture and storage is a promising mitigation option.

n Today we participate in the majority of CCS research and development around the world as well as operations, pilot projects, and thought leadership venues.

n Schlumberger is committed to reducing its own CO2 footprint through a continued effort to optimize operational processes, minimize internal energy consumption, and other emission mitigating measures.

Abatement

2020 2035

Ef�ciency 72% 44%

Renewables 17% 21%

Biofuels 2% 4%

Nuclear 5% 9%

CCS 3% 22%

Total (Gt CO2) 2.5 14.8

World energy-related CO2 emissions abatement in the 450 Scenario relative to the New Policies Scenario

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Global Citizenship Climate Change

WHAT IS THE OUTLOOK FOR CLIMATE CHANGE?Analysis by the IEA and several other organizations reveals some alarming probabilities. For example, in the absence of major changes in energy policies, the existing energy mix would lead to a very large increase in energy-related CO2 emissions

by 2050. The Intergovernmental Panel on Climate Change projections for such a scenario indicate that the world’s average atmospheric temperature will rise not by 2–3 degC, as has been popularly communicated in recent years, but by as much as 7 degC. Needless to say, the consequences of such a change could be catastrophic and affect the lives of hundreds of millions of people.

Coal-�red power plants are now the main source of anthropogenic CO2 emissions, nearly three-quarters of the total power sector emissions, and, in the absence of binding targets for emissions from major economies, the proportion of coal in the energy mix will continue to rise. If the world’s energy habits and policies do not change, the emissions from fossil-fuel-�red power plants are expected to increase from 11.4 Gt of CO2 in 2006 to 18 Gt in 2030 (45% of the total).

WHAT OPTIONS DO WE HAVE TO REVERSE THIS EMISSIONS TREND? The options are many, and none can be ignored if we are to succeed in what amounts to an energy revolution. That revolution will involve combining more ef�cient use of energy in the residential, transportation, and industrial sectors with the use of lower-emission (decarbonized) energy sources. Options in the power sector include increasing energy ef�ciency, switching from coal to gas, using renewable or nuclear energy, and implementing carbon capture and storage (CCS).

HOW CAN CCS HELP?According to the IEA, CCS could potentially provide 19% of the CO2 emissions abatement required. At present, there are only four large-scale CCS projects, which inject more than 1 Mt of CO2 into storage reservoirs each year. To ful�ll the CCS promise, CO2 storage volumes must increase a thousand-fold by 2050.

The oil and gas industry, with its knowledge of subsurface sciences, can effectively demonstrate that, with the appropriate level of site assessment, wellbore isolation, monitoring, and veri�cation, the injected CO2 will remain contained for long periods within the formation layers that have been targeted.

Schlumberger has provided subsurface expertise for CCS projects since the beginning of Norway’s pioneer Sleipner project in the mid-1990s. In 2005, the Schlumberger Carbon Services group was created to focus on CCS-related technologies and expertise. Unique in the service sector, the group is now involved in nearly every large-scale CCS prospect in the world.

Contribution of emissions reductions options 2005–2050 (source: IEA 2008). This shows the potential impact of a major change in the energy portfolio under the IEA’s BLUE scenario, which aims at a 50% reduction in CO2 emissions by 2050. The top curve represents the emissions in the business-as-usual scenario.

Interview: Kamel Bennaceur, Chief Economist

Recently returned from a two-year secondment at the International Energy Agency (IEA), Kamel Bennaceur outlines the options for energy-related carbon dioxide emissions.

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Baseline Emissions 62 Gt

BLUE Map Emissions 14 Gt

End-use fuel efficiency 24%

End-use electricity efficiency 12%End-use fuel switching 11%

Power generation efficiency and fuel switching 7%

Renewables 21%Nuclear 6%CSS power generation 10%

CSS industry and transformation 9%

WEO2007 450 ppm case

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Contribution of TechnologyOptions

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ETP2008 BLUE Map scenario

Addressing greenhouse gas emissionsThe Intergovernmental Panel on Climate Change, which is composed of leading international scientists, has described the capture and storage of CO2 emissions as a serious option for mitigating climate change. Carbon capture and storage (CCS) technologies aim to remove significant volumes of CO2 from sources such as fossil-fuel-fired power stations, and store the CO2 underground in geological formations including depleted reservoirs, saline aquifers, and coal seams.

Storage undergroundSchlumberger has expertise that can contribute to the success of CCS projects. This includes initial site assessment, subsurface characterization, modeling, simulation and prediction, well construction and completion, CO2 monitoring and eventual decommissioning.

Schlumberger Carbon Services is participating in most of the current CCS initiatives around the world. One of these is the Cooperative Research Centre for Greenhouse Gas Technologies CO2CRC Otway project. This is a CO2 storage demonstration plant in southwestern Victoria, Australia, that is investigating the feasibility of carbon sequestration as a method of reducing CO2 emissions.

ChallengeTo develop solutions that reduce greenhouse gas emissions.

SolutionThe CO2CRC Otway project is helping to demonstrate the feasibility of carbon sequestration—securely storing carbon away from the atmosphere—as a method of reducing greenhouse gas emissions. The project involves injecting up to 100,000 t of carbon dioxide (CO2) into an old gas reservoir in the Otway basin over a period of 2 years.

ResultsThe project was launched in late 2004, and was formally inaugurated by Australia’s Minister for Resources and Energy in April 2008. Almost 36,000 t of CO2 has been injected, and a considerable amount of monitoring data has been gathered to help understand the behavior of the stored CO2.

Storing CO2 to Counter Climate ChangeA pilot project in Australia demonstrates the potential of carbon capture and storage.

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(Image courtesy of CO2CRC.)

AT A GLANCE

Scientists are now more convinced than ever that man-made CO2 emissions are contributing to changes in the climate. Carbon capture and storage (CCS) has been endorsed as one of the �ve most promising CO2 mitigation strategies. Schlumberger Carbon Services provides technologies and sub-surface expertise for optimizing the storage of CO2.

The project has already helped to develop how Australia will encourage the underground storage of CO2.

The plant is the first CO2 storage project in the southern hemisphere. Up to 100,000 t of CO2 will be injected into a depleted gas reservoir in the Otway basin over a 2-year period. Naturally occurring CO2 and methane will be extracted from an active gas well elsewhere. The CO2 will be compressed then piped to the depleted field. Here, along with a small amount of methane, the CO2 will be injected into the underground formation, left when gas had been extracted, at least 2 km below the surface. The CO2 can be safely stored here for thousands of years.

The project is being overseen by the Cooperative Research Centre, a body made up of government agencies and major oil, gas, coal, power, and research companies. As a founding member of the centre, Schlumberger is a key partner in the Otway project, and provides project management services, including site acquisition, dealing with the necessary permits, landowner contracts, drilling, and project execution.

An important part of the project is a comprehensive monitoring and verification program. The Cooperative Research Centre will monitor CO2 in the air, groundwater, soil, and the subsurface for the life of the project. For its part, Schlumberger has been heavily involved with the subsurface monitoring program and a sophisticated subsurface image of the area has been created along that allows for close tracking of the injected CO2.

As it is the first of its kind in Australia, the CO2CRC Otway project has faced several regulatory and organizational challenges, not least the difficulties of overcoming misconceptions among the general public about carbon sequestration technology. Schlumberger has provided the leadership and innovation necessary to deliver the project, which was formally inaugurated by Australia’s Minister for Resources and Energy in April 2008.

* Mark of Schlumberger Copyright © 2011 Schlumberger. All rights reserved.

During the project’s development, Schlumberger collaborated with universities, research organizations, and third-party contractors, utilizing the company’s expertise in oil and gas products and services. Key models were built using Schlumberger proprietary engineering software to build key models for the project and provide the required geological analysis. During construction Schlumberger Well Services used its advanced carbon dioxide resistant cement.

Award-winning technology for the futureIt is because geological formations can store large amounts of CO2 for such long periods, that CCS has the potential to be an important mitigation measure for climate change. The Otway project is helping to demonstrate the feasibility of CCS and facilitate future commercial projects. So far almost 36,000 t of CO2 has been injected, and the data that has been gathered will help understanding of how much carbon sequestration has to offer.

In 2008, the Otway project was named a Gold Award winner in the Performed by Schlumberger program. This is for projects that can demonstrate creation of significant value through teamwork and innovation. It has also received an Award for Excellence in Innovation from the Cooperative Research Centres Association in Australia, which recognizes outstanding examples of cooperative research that can lead to practical benefits.

The project has already helped to develop how Australia will encourage the underground storage of CO2. The Australian government has said that it expects to release the first licenses for developing CO2 storage soon.

www.slb.comThis library of case studies illustrates practices within our six focus areas: Climate Change, Environment, Driving Safety, Malaria, HIV/AIDS and Education. E-mail [email protected] to learn more or share your feedback.


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AT A GLANCE


Injecting carbon dioxide (CO2) into underground geological formations, a process known as carbon sequestretion, is a useful method of storing the carbon away from the atmosphere and so helping mitigate climate change. It is a complex process that can be affected by a significant list of variables and parameters. Experiments can have many potential outcomes. A one-size-fits-all approach does not work, so accurately predicting what happens to injected CO2 plumes is a challenge. Reliable prediction is critical for the safe operation of a project and its eventual success. At the flagship project near Houston, Texas, USA, Schlumberger is providing expertise to help with measurements of CO2 saturation in two wells, both underground where the CO2 is stored and at the surface.

From lab to live project One parameter that all CO2 injection models depend upon is the residual CO2 saturation in the water-saturated rock. Extensive laboratory work on samples taken from the rock helps to estimate this. Scientists analyse the properties of rock, water, and CO2 to build predictive equations. In a laboratory setting, the equations work. But the equations need to be verified in real subsurface conditions. The project is the first attempt to measure this parameter after injection.

Effective residual CO2 saturation measurementSchlumberger scientists have tried many approaches to measure the residual CO2 saturation, which have yielded varying amounts of resolution. Sigma logging measurements made with the RST reservoir saturation tool in both the injection and observation wells appear to give high-resolution results, providing answers that confirmed results obtained from other methods.

Overcoming complexitiesThe project has presented two significant challenges. The first is to measure the CO2 saturation in the water at its maximum level during injection. The second is to measure the residual CO2 saturation in the reservoir long after the plume had expanded elsewhere in the formation. There were two wells available for measurement. The injection well was downdip of the observation well (with an 11˚ structural dip), and they were 30 m apart. Researchers anticipated that the CO2 plume would quickly migrate to the top of the reservoir and travel up the structure past the observation well.

ChallengeFor safer operations, research partners required accurate prediction of how CO2 plume injected underground will interact with surrounding rock in different conditions.

SolutionThe Schlumberger RST* reservoir saturation tool measurements yielded high-resolution results.

ResultsThe data collected con�rmed the containment of residual CO2 saturation.

Measuring Carbon Storage SuccessMeasurement of residual CO2 saturation is an important part of developing successful and safe carbon capture and storage projects.

The Frio Brine Pilot Experiment site, managed by the Bureau of Economic

Geology at the Jackson School of Geosciences, The University

of Texas at Austin.

Location near Houston, TX

Injection zone:1st experiment2004: Frio “C”

2nd experiment2006: Frio “Blue”

Oil production

Fresh waterUnderground

Source of DrinkingWater (USDW)

zone protected bysurface casing

This library of case studies illustrates practices within our six focus areas: Climate Change, Environment, Driving Safety, Malaria, HIV/AIDS and Education. E-mail [email protected] to learn more or share your feedback.

* Mark of Schlumberger. Copyright © 2011 Schlumberger. All rights reserved.

As CO2 spreads through the connected pore space in the rock it leaves a trail of small droplets which get disconnected from the main body of CO2 and become immobilised in the pores. This residual trapping is a very signi�cant mechanism in retaining CO2 in the storage formation. The ability to model this accurately is essential in improving the predictive modeling of CO2 movements.

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A systematic dual-well approach to measurementPrior to any CO2 injection, Schlumberger scientists ran a baseline log. Repeat logs were then run on both wells:■ during injection, immediately following CO2

breakthrough at the observation well■ Two days after injection activities ceased■ One month after injection■ Nine months after injection.

Successive logs were processed to calculate the CO2 saturation.Results at the injection and observation wells. Using the RST tool and other processing methods, Schlumberger was able to ascertain the saturation profile.

Injection wellAlthough the CO2 was injected in the middle of the sand (with a minor shale layer above the perforation), the CO2 quickly rose to the top of the zone and achieved 40% CO2 saturation. Soon after injection stopped, the highest saturation was down to less than 20%. In a month, it appeared that all zones contacted by CO2 had stabilized at 8–15% CO2 saturation.

Observation wellCO2 appeared in the top 2.5 m of the observation well and achieved a maximum of 45% CO2 saturation. After injection stopped, it quickly dropped to less than 20% saturation. One month later, the CO2 had stabilized at 8–12% saturation.

The measure of successThe data collected will help constrain residual CO2 saturation in similar reservoirs. Many studies quote residual saturations measured in the laboratory at more than 20%, which is much higher than measurements at this site. Lower saturations mean that a given volume of CO2 will extend further underground. This has clear implications for the planning and establishment of carbon sequestration projects.

The injection well saturation pro�le over time.

The observation well saturation profile over time.


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AT A GLANCE


Modeling reservoir storage capacity and its ability to accept injected carbon dioxide depends on accurate knowledge of several keygeological characteristics. Among these are porosity and permeability. Continuous measurement of these creates better models, which enable more accurate prediction of CO2 plume growth. This allows focused characterization and monitoring on the correct area, which in turn optimizes the cost and surface impact of carbon sequestration projects.

Continuous measurement of reservoir permeability is not easy, and most methods used fall short. A client with a project on the US Gulf Coast turned to Schlumberger for help. The client had realized the importance of continuous measurement, but was not familiar with the latest advances in logging.

Finding accuracy in the midst of changeThere are several methods of continuously measuring reservoir permeability, none of which are perfect for all conditions. It is important to measure permeability and distinguish formation layers, while ensuring varying grain size or changing lithology does not affect results.

Gathering data on all sand packagesFor this particular project, there was limited well log data from the reservoir. The only

ChallengeTo obtain good estimates of permeability for accurate CO2 injection and migration modeling.

SolutionUsing CMR* combinable magnetic resonance technology, Schlumberger was able to measure the distribution of the pore sizes in the rock formations.

ResultsDetermined continuous reservoir permeability.

Permeability Measurements with CMR ServiceMeasuring permeability for carbon storage modeling.

Enhanced analysis of all log data led to con�dence in most reservoir properties.




The project clearly demonstrated that CMR* Combinable Magnetic Resonance logging is a superior method of determining continuous reservoir permeability in a clastic environment.

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permeability measurements were from older rock samples. The Schlumberger client searched all databases for existing log and core data, but this was not enough.

To build an accurate reservoir model of the plume, and to calculate potential injectivity, Schlumberger scientists needed permeability measurements across all the sand packages in the reservoir. This brought with it tremendous potential for variations in lithology, grain size, and grain sorting—all of which would affect formation permeability calculations.

Creating a solutionSchlumberger implemented continuous measurement by utilizing CMR*, Platform Express*, and ECS* Elemental Capture Spectroscopy measurements.

Information from the CMR and ECS logs was processed and compared to sidewall core measurements. This enabled investigation of the relationships between permeability and porosity. And further improving accuracy, the CMR permeability data was available in the logging unit at the wellsite in real time.

Superior technology for measuring clastic environmentsThe Gulf Coast project clearly demonstrated that CMR logging is a superior method of determining continuous reservoir permeability in a clastic environment. The method applies to any clastic formation around the world.

The CMR permeability calculation (blue curve in Track 4) was con�rmed at several points by sidewall core results (red dots).

Environment is a key part of our Health, Safety and Environment (HSE) commitment. We take our responsibility seriously and have made consistent performance improvements every year through the application of our global environmental standard. Even with this progress we still need to continue improving the quality with which we measure our level of performance—a complex challenge often not entirely within our control. We increasingly apply our own technical abilities to minimizing our environmental impact.

WHY IS ENVIRONMENT A GLOBAL CITIZENSHIP CONCERN? n We’re part of the natural environment.n The impact of human activity on the natural environment

needs to be better understood and managed. n As a business we want to play our role in ensuring the

environmental impact of our operations is minimal.n As a technology company, we strive to apply our technical

expertise and technologies to minimizing the environmental impact of our operations.

WHO IS CONCERNED?n Employees, clients, contractors, the community and society at large.

HOW DO WE GO ABOUT MINIMIZING OUR ENVIRONMENTAL FOOTPRINT? Every day Schlumberger people play an important role in in�uencing sound environmental practices through: n Environmental Standardn Environmental Management Systemn RIR—our Risk Identi�cation Reporting systemn eLearningn Case studiesn Internal communicationsn Training and developmentn Life cycle managementn Understanding and management of our CO2 footprint

OUR ANNUAL ENVIRONMENTAL AUDIT PROCESS is designed to make sure that all sites demonstrate continuous improvement in how they manage their environmental protection systems.

“We have been auditing sites for more than ten years,” says Schlumberger Environmental Programs Manager Ian Sealy. “But it took a tremendous amount of groundwork to get to the point where we had a formal set of key performance indicators and systems in place across almost all our locations.”

Data collected since 2005 now allows the company to quantify its direct carbon dioxide emissions by employee by year.

PRIORITIZING ENVIRONMENTAL PERFORMANCE IMPROVEMENTS Schlumberger captures its own environmental performance data via QUEST, an online system that provides immediate consolidation of all HSE information. Accessible by all employees, QUEST monitors reporting of HSE events and Risk Identi�cation Reports (RIRs), facilitates investigations and records audits, manages Remedial Work Plans (RWPs), shows improvement suggestions, posts recognitions, tracks HSE training, and facilitates HSE reports and data analysis.

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Direct Emissions — Tonnes of CO2 per employee per year

2008 2007 2006 2005

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Overview: Minimizing Our Environmental FootprintAs a technology company, Schlumberger strives to apply its technical expertise to minimizing the environmental impact of its operations.

Hannah Scott is an environmental manager for the Engineering, Manufacturing and Sustaining (EMS) organization and one of Schlumberger’s lead environmental auditors. She is not only a sharp observer of every little detail in her path—she’s also critic and coach, inquisitor and instructor, and enthusiastic defender of Schlumberger environmental standards.

Schlumberger has 65 lead environmental auditors who inspect our 550-plus sites. To assist them, and to ensure consistent measurements, the environmental management group uses a Compliance Audit Tool (CAT). The CAT covers six main areas of risk: environmental management, waste and resource management, legal compliance, site history, spill prevention and control.

The environmental assessment process is rigorous. Compliance to 85 requirements needs to be demonstrated. Of those, 13 are considered Category 1 requirements, meaning they are of critical signi�cance to Schlumberger.

Sites are given a grade from 1 to 5, with Grade 1 denoting high compliance and Grade 5 next to none (extreme noncompliance). A site must obtain Grade 2 to be considered compliant.

“My role as an environmental auditor is not just about compliance at one site,” says Scott. “It’s to assess and improve the environmental performance of the EMS group globally. I aim to provide support and coaching to HSE personnel in order to bring about improvements and to raise environmental awareness within our organization.”

Viewing the site is just one part of the audit process. Auditors also interview key players such as the site manager, waste management and loss prevention team members and the maintenance supervisor. Do they know the site environmental objectives? Is each team’s training up-to-date? How many Environmental Risk Identi�cation Reports (RIRs) have been recorded in QUEST this year? Is the waste

In 2008, over 96% of Schlumberger sites (of which around 550 are considered to be environmentally signi�cant) achieved compliance with the requirements of the company’s Environmental Management Standard. In cases where local environmental regulations and company standards diverge, sites must opt for the more stringent of the two—which is often the Schlumberger standard. This interview is adapted from Schlumberger InterChange magazine.

Environmental Manager Hannah Scott has an eye for detail.

management company audited? What’s being done to reduce energy and water consumption?

It’s company policy to comply with local environmental laws and regulations wherever we operate. In cases where local and company standards diverge, sites must choose the more stringent, which is often the Schlumberger standard. “For example,” Schlumberger requires 110% containment for storage of hazardous materials,” notes Scott.

Interview: Hannah Scott, Environmental ManagerHannah Scott is critic and coach, inquisitor and instructor, and enthusiastic defender of Schlumberger environmental standards.

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Targeting waste managementStonehouse Technology Center (SHTC)—located 180 km west of London, UK—engineers and manufactures Schlumberger drilling tools and power source products. The SHTC Environmental Management System is continually being improved to manage the impact of its activities, products, and services on the environment, addressing issues such as waste management, recycling, energy use, and emissions to the atmosphere and waste water. SHTC achieved the internationally recognized BS EN ISO 14001 certification for environmental management in October 2005.

An excess of packagingSHTC assembles PowerDrive Xceed 675 and 900 drilling tools, supplying them directly to field-based clients. Parts for the tools are manufactured in northern England by a specialist provider of metal precision components to the oil and gas industry and delivered to SHTC in wooden crates. The parts were supplied in crates that were slightly shorter than the assembled drilling tools.

Specifically, the 7.1-m long PowerDrive Xceed 675 collar was supplied in a crate 7.5 m long. At SHTC, the collars are connected to a steering section, the electronic chassis, the power generation module (PGM), and the axle loading device, and are then finished with the “saver sub” or crossover. The assembled tool measures 7.7 m—too long to fit back into the existing crate. The crates used for PowerDrive Xceed 900 collars were also too small to accommodate a complete tool. And so, SHTC would scrap the original crates and purchase new, longer crates from a local supplier. The discarded crates were broken down using manual labor and then transferred into waste skip containers. Further cost and effort were required to remove the skips from site and recycle the wood.

ChallengeA technology center was discarding wooden crates used to transport PowerDrive Xceed* tool parts and building new crates for the completed tools.

SolutionThe supplier of tool parts was given speci�cations for longer, stronger crates that could be reused for shipping the �nished PowerDrive Xceed tools.

ResultsThe improved process has eliminated the environmental impact and cost of waste crates.

Reusing Packaging Cuts Costs and WasteBetter packaging improves the environmental impact of tool shipment crates at the Stonehouse Technology Center.

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AT A GLANCE

The impact of human activity on the natural environment needs to be better understood and managed. As a technology company, we strive to apply our technical expertise and technologies to minimizing the environmental impact of our operations. Environmental management is a key part of the Schlumberger HSE commitment.

A more ef�cient processIn March 2006, a member of staff approached the SHTC supply chain organization with suggestions for improving the process. New specifications were drawn up requiring that the supplier replace its packaging with a longer box capable of holding a complete drilling tool along with some spare parts. In addition, the new box was designed to be sturdy enough for onward shipping anywhere in the world. The project team that implemented the changes included the SHTC mechanical sourcing manager and two members of the PowerDrive Xceed tool assembly team, along with the member of staff who suggested the improvements.

Reduced cost and environmental impactThe new process has eliminated the environmental impact of wasted crates and has saved valuable storage space. Savings are approximately USD 500 per tool, plus labor and disposal costs. The improvements were documented as an SHTC Lean Six Sigma project with almost USD 74,000 of savings in the first year. Further planned improvements include implementing the same packaging changes with another, US-based, supplier of drill parts.



However a new process has eliminated the environmental impact of wasted crates and has saved valuable storage space as well as cost.

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Reusing polyurethane from underwater seismic equipment reduces waste and brings savings.

ChallengeReduce waste and material costs for a major component of marine seismic equipment.

SolutionWork with the supplier to design and implement a recycling scheme, as well as improving product quality.

ResultsA �ve-fold extension to useful material life and at least 100 t less waste requiring disposal.

Seismic streamers: manufacture and repairWOTC Manufacturing Bergen , a subsidiary of the Schlumberger business unit WesternGeco, manufactures and repairs streamer sections at Knarvik, near Bergen, Norway, for the Q-Marine* single-sensor marine seismic system. Recycling of plastic streamer components saves USD 130,000 a year and keeps at least 100 t of useful materials from being wasted. The streamer sections contain the hydrophone receivers that are towed behind WesternGeco vessels to record seismic data. The hydrophones, electronics, and cabling are housed within a strong, watertight polyurethane skin that protects the contents from the tough marine environment and stresses incurred during deployment and retrieval. The skins also retain ISOPAR†, a specialized isoparaffinic fluid that fills the gaps between components of the streamer, providing buoyancy and strength. Each streamer section is 100 m long and its polyurethane skin weighs 60 kg. A modern 3D survey will typically be acquired using 10 streamers, each comprising 60 streamer sections.

New supplier on boardWhen WOTC Manufacturing Bergen first started manufacturing streamers in 1981, the skins were sourced from a supplier in Germany. A comprehensive review of potential suppliers was performed during 1990–91, with the objective of improving product quality, including greater consistency of skin form and dimensions. As a result of this review, Parma Plast AS, located just 45 km from Knarvik, was selected as a new preferred supplier of streamer skins. Established in 1978, Parma Plast manufactures plastic profiles, hoses, and tubes for a variety of marine and other specialist applications. It has particular expertise in thermoplastic extrusion techniques such as multilayer extruding, coating, and reinforcing.

WOTC Manufacturing Bergen and Parma Plast considered possibilities for reusing and recycling streamer skin material, primarily in order to reduce disposal cost and to address a number of waste management challenges. Parma Plast was keen to address the problem, and designed a new recycling process. The company began recycling streamer skins in 1993, at which time an estimated 50 to 60 t of material was being wasted per year.

Seismic Savings from Recycling

Seismic streamer section

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The recycling initiative has extended the lifetime of the streamers’ polyurethane material from three years to a potential 14–16 years before �nal disposal.

Recycling skin materialWith the addition of some virgin plastic, Parma Plast is able to recycle skins to produce material of sufficient quality that it can be sold back to WOTC Manufacturing Bergen for use in manufacturing new streamers. Already recycled skins returned to Parma Plast are no longer suitable for reprocessing into new streamers, but they can be converted into other products such as fenders, the cushioned bumpers used to protect boat hulls and docks. Less than 1% of the skins returned to Parma Plast are unusable, due, for example, to contamination by seawater or debris such as algae or shells. There are several potential causes of streamer damage. Puncturing of the skin by shark bites or by smashing into submerged objects are among the most common. Damaged streamer sections are returned to WOTC Manufacturing Bergen for assessment. If the sections cannot be repaired, they are deskinned, drained of ISOPAR fluid, and the polyurethane material is segregated for return to Parma Plast.

Cost savings and longer material lifeDeploying recycled streamer skins in place of new ones yields a cost saving of approximately USD 85 per skin. WesternGeco currently purchases about 1,500 recycled skins per year, out of a total of between 3,000 and 4,000 replacement skins. Annual savings attributable to recycling therefore amount to USD 130,000, and at least 100 t less material is sent for disposal.

A new streamer has, on average, a three-year lifetime before it must be returned to WOTC Manufacturing Bergen for repair. A recycled skin typically lasts three more years. When the material is further reprocessed, for example into a fender, it can have an additional lifetime of around 8–10 years.

The recycling initiative has therefore extended the lifetime of the polyurethane material from three years to potentially 16 years before its final disposal. WOTC Manufacturing Bergen has identified several more potential recycling initiatives, and is considering ways to reprocess material from other plastic products used by WesternGeco, such as floats, protective covers, and bend relief equipment for cables.

Jan Yngve Kvamme, former HSE manager at WOTC Manufacturing Bergen, says, “Working with Parma Plast has helped us to address the full life cycle of the streamers, turning what would have been a waste material into a useful resource, and providing cost savings for us.”

WOTC Manufacturing Bergen has been manufacturing streamers at Knarvik since 1981. Since 2001, the factory has applied Lean Six Sigma manufacturing techniques.

† ISOPAR is a brand name of ExxonMobil.

* Mark of Schlumberger Copyright © 2011 Schlumberger. All rights reserved.

New polyurethane skins (white)and recycled skin (yellow).



Schlumberger operations in the south of Mexico are supported from a base in Villahermosa, the capital city of the state of Tabasco. Activity at the base increased rapidly after the 2007 award of two large and complex projects to the company’s integrated project management unit.

Increased wastewater volumesOne of many challenges related to this growth in activity was a rapid increase in the volume of wastewater needing processing: from 20–30 m3/d to approximately 150 m3/d. This required the development of a new process to ensure the quality control of the discharged wastewater and its conformance with the local environmental regulations.

Jose Rivero, environmental manager for bases and drilling operations in the MCA GeoMarket, and Manrique Arias, environmental coordinator for Mexico South, worked together to identify a cost-effective solution that would meet these requirements.

A new treatment plantThe solution was to install an additional wastewater treatment plant with higher treatment capacity to supplement existing one at the Villahermosa facilities. Quotes were obtained for the construction and operation of the new plant, and a cost analysis was performed to estimate the potential savings. The results were presented to the local Schlumberger Oilfield Services Manager, Jose Antonio Echeveste, who gave approval for the new plant.

ChallengeThe Schlumberger Mexico and Central America (MCA) GeoMarket needed to ensure the quality control of the discharged wastewater from its operations in the south of Mexico and to conform with local environmental regulations after a rapid increase in the volume of water requiring processing.

SolutionA new modular biological wastewater treatment plant was built at the Villahermosa operations support base that had capacity suf�cient to meet the maximum expected demand.

ResultsCompliance with local regulations, minimizing the environmental impact of business operations and signi�cant cost savings.

Ef�cient Wastewater Treatment in Mexico Improved wastewater treatment processes deliver better environmental performance.

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The new wastewater treatment plant.



The new plant is reducing the cost of treating wastewater generated from the wells in the Villahermosa projects.

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The new plant uses a modular biological treatment system and has a capacity of 150 m3/d. Wastewater flows into a biological reactor, where it is mixed with air to encourage the growth of microorganisms. Diffused air enters the bottom of the treatment tanks and creates bubbles that make the water appear to boil. The microorganisms, in so-called activated sludge, clean the wastewa-ter by digesting the organic materials and other contaminants.

The wastewater remains in the aeration tanks for about 3 h to allow time for biological oxidation to occur. Next, the treated wastewater enters a settlement tank or clarifier, where the activated sludge settles out of the water. Some of the sludge is returned to the aeration tank to reseed the process. The treated water flows from the clarifier into a final tank where sodium hypochlorite is injected to kill any remaining bacteria. Finally, the treated water is pumped through filters to remove suspended particles before it is discharged.

Compliance with environmental regulationsThe modular biological treatment plant complies with local regulations and is also helping MCA meet the Schlumberger objective of minimizing the environmental impact of its business operations. Thanks to this initiative, the implementation of improved wastewater treatment plants is now a main objective in the GeoMarket.

Cost savingsThe new plant is reducing the cost of treating wastewater generated from the wells in the Villahermosa projects. Before building the new facility, water treatment was costing about USD51/m3, which equates to approximately USD7,700 for the maximum expected wastewater production of 150 m3/d.

The treatment plant started operation in August 2008, and in its first 10 weeks saved an estimated USD110,000. The capital investment in the construction of the treatment plant was recovered within 6 months of startup.

Future developmentsThe new plant is currently treating about 80 m3/d of wastewater, and options are being considered to utilize its full capacity of 150 m3/d by, for example, treating wastewater for clients and other drilling contractors. In addition, the treated water may be suit-able for reuse, such as for washing units or process equipment.

Aeration tank

To sludge treatment

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Simpli�ed treatment process.

Driving is ranked by the World Health Organization as the ninth highest cause of death worldwide. With increased motorization and assuming no changes in behavior, this �gure is expected to increase over the next decade, most likely ranking driving among the top three causes of mortality.

Driving is the main cause of death within our industry, and at Schlumberger we drive 29 million miles each month on every terrain and in every condition imaginable.

To understand and mitigate driving risks, we implemented in 2000 a comprehensive driving management system designed to consolidate, leverage, and augment the best practices of our various Segments to eliminate accidents through training, communication, in-depth accident reviews, and the use of driving simulators and in-vehicle monitors.

WHY IS DRIVING SAFETY A GLOBAL CITIZENSHIP CONCERN?n 1.2 million people die in road accidents each year.n As many as 50 million are injured. (Statistics Source:

World Health Organization, www.who.int)n Driving accidents are the ninth-highest cause of loss

of life worldwide.n Driving accidents are the highest cause of fatalities

in the oil and gas industry.

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n Assuming no change in behaviors or investment in safety infrastructure, traf�c-related incidents are predicted to become the third-highest cause of loss of life globally by 2015.

WHO IS CONCERNED?n Principally our employees and our contractors, but also our

families, our clients, and the community—all constituencies on whom we can have an in�uence through setting an example and through leadership.

HOW DO WE LEAD IN DRIVING SAFETY? Schlumberger is a leader in managing driving safety risks and is acknowledged as such within the industry through:n the quality of our trainingn our use of technologyn demonstration of thought leadership through our proactive

participation within the industry, setting benchmarks and supporting driving safety initiatives through the Oil and Gas Producers Association (OGP)

n our driving standard which has been adopted by the OGP as the foundation for their recommended land transportation practices.

Overview: Promoting Driving Safety

Driving is the number one cause of fatalities within the oil and gas industry.

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WHY IS MANAGING DRIVING SAFETY IMPORTANT? Driving is the number one cause of fatalities within the oil and gas industry. At Schlumberger, we drive more than 29 million miles per month. The subject of driving safety has received Board-level attention and has been a core discussion point at forums that enable employees and senior management to

interact on Health, Safety and Environment (HSE) issues.

We work in over 80 countries in which standards and driving conditions vary. As a result, we have set our global driving standard at a level of best practice for all regions where we consistently exceed local requirements.

TELL US ABOUT THE SCHLUMBERGER DRIVING MANAGEMENT PROGRAM. Training is a top priority. Schlumberger has world-class driving training centers in Canada, Colombia, Mexico, Russia and the United States. We also have sub-centers in France, Malaysia, United Arab Emirates, and Venezuela.

The driving centers offer a variety of courses in support of our goal of crash-free driving. Courses are centered on journey management best practices and establish the expected behavior for a Schlumberger driver through theory and skill development. Core training is further reinforced by driving simulators. The required regulatory compliance training, complemented by supporting practical exercise, is included where appropriate.

DESCRIBE THE DRIVING-SIMULATOR TRAINING.We have mobile driving-simulator units for both light and heavy vehicles that provide “real life” road situations. Our DriveSIM team leaders coach drivers on the simulators, and at �eld locations they review Journey Management assessments, perform audit and inspection team follow-up, evaluate driver trainers and driver assessors, and they assist with road hazard assessments. The DriveSIM teams have also supported driver training for some of our key clients.

IS DRIVING TRAINING AVAILABLE FOR ALL EMPLOYEES? Every employee of Schlumberger, �eld to of�ce, is required to take regular driving training—the idea is to embrace a safe driving ethic whether we are driving on the job or with our families on our own time. Safe driving awareness training is also provided for non-drivers to allow them to assist drivers in recognizing hazards and responding proactively. Passengers can be victims as well and can play a vital role in crash prevention.

WHAT OTHER INITIATIVES ARE IN PLACE? We have driving safety champions around the world and their activities are focused on one thing—reducing the number and severity of crashes. Our goal is crash-free driving. We strive for continuous improvement in our driving training programs, and maintaining a high level of awareness for driving safety. For example, raising awareness about fatigue and its affect on driving safety is part of a new campaign in 2009. Fatigue is always an issue in a 24-hour business and in regions of high activity. The likelihood of a fatality increases signi�cantly when fatigue is a factor.

TELL US WHAT THE COMPANY WILL BE FOCUSING ON NEXT. The biggest challenge with driving safety is encouraging drivers to apply their training consistently and to apply it on and off the job. There is very little room for error, however repetition builds complacency. When conditions are not ideal, when other drivers do not act as they should, we are sometimes not prepared and become victims of the situation. There have been cases when a fellow employee who faithfully wears a seatbelt at work has died in a crash while off the job because of not wearing a seatbelt, or when this has happened to a member of their family.

Another focus area is sharing our knowledge with our families and the community—especially with young people. Driving safety programs are conducted for employees and their families primarily during HSE Days, and they have also been held in the community in conjunction with clients and local of�cials in several countries around the world. By sharing our driving safety knowledge and expertise with families, we reinforce the concept among employees—both on and off the job. In this way, safer driving can become a habit whenever, wherever employees get in a vehicle.

Interview: Wayne Fulin, Area HSE ManagerSchlumberger manages driving risks in more than 80 countries. Here WayneFulin discusses ways of achieving the company’s goal of crash-free driving.

Dealing with the greatest risk Driving is recognized by the oil and gas industry as the greatest risk facing many workers, and this is true for Schlumberger. Improvement of driving safety is given the highest priority for good reason. Schlumberger has approximately 77,000 employees worldwide representing over 140 nationalities working in more than 80 countries. Many employees may be required to drive a wide range of vehicle types in some of the most extreme conditions while supporting demanding operations.

Until 1998, several entities within Schlumberger each had responsibility for driving safety. In its efforts to improve safety, Schlumberger identified the need to standardize procedures, establish a unified driving program across its operations worldwide, and consistently apply best practices. The organization therefore sought to consolidate the individual initiatives into a Global Driving Safety Program, which would transcend corporate, national, and cultural variations in driving practices, to reduce driving-related incidents.

Worldwide solutionThe first stage of creating the program was to develop a corporate global driving policy. This consists of general guidance produced at the highest level of the company and endorsed by the Chief Executive Officer, replacing existing local and other historical policies. The global policy includes mandatory rules that govern the use of seat belts; the implementation of driver training

ChallengeTo reduce driver-related incident rates throughout Schlumberger and in its operations across the world.

SolutionA global driving program that standardizes procedures to provide all drivers with a uni�ed set of processes and that shares best practices.

ResultsIncident rates dropped from 15.6 per 1,000 drivers in 1998 to 6.62 by the end of 2007, a reduction of more than 57%. The rate of crashes that resulted in more than one working day or more than USD 10,000 being lost has reduced from 2.42 accidents per 1,000,000 miles driven in 2000 to 0.65 in 2007.

Driving Fleet SafetyAfter standardizing procedures and sharing best practices, Schlumberger has fewer driver-related accidents.

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The World Health Organization reports that more than 1.2 million people die in road traf�c accidents each year and as many as 50 million are injured or disabled. Driving-related accidents are the highest cause of fatalities in the oil and gas industry and the ninth-highest cause of death worldwide. At Schlumberger, we use and develop cutting-edge driving practices to protect employees and their families.

The program continues to evolve by adapting to changing operating environments and incorporating new technologies.

and qualification programs; the adoption of journey management procedures; the installation and use of driving monitors; the prevention of substance abuse; the safe use of cell phones; and disciplinary action for employees that breach any of these requirements.

Once the policy had been defined and published, its application to Schlumberger activities was documented in the Journey Management and Driving Standard, which is a set of expectations and minimum acceptable criteria for driving safety. Included are definitions, responsibilities for program implementation, and standards for safety equipment, procedures, and training. Each of the components identified in the policy and documented in the standard has been developed in the Global Driving Safety Program. Then, in 2000, the position of Driving Manager was created at a global level to develop and maintain the program.

Journey management is at the heart of the Global Driving Safety Program. It addresses the entirety of the journey rather than specific aspects, and establishes at the outset whether each journey is absolutely necessary.

For driver training and qualification, an industry-recognized third party was contracted to review the training performed and the materials in use. The existing materials were reformatted for consistency, content was adjusted and further developed, and a set of training DVDs was distributed globally.

A driver trainer is assigned to each company location to provide theory and practical instruction, and to perform appropriate competency assessments. The value of seat belts is reinforced during training through a “seat belt convincer,” a crash simulator device. The purpose

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is to expose a driver or a passenger to the forces of a low-speed crash to reinforce the benefits of wearing a seat-belt whenever a vehicle is in motion.

Monitors to observe driver behavior are fitted in all company vehicles and are strongly advised for contractor vehicles used on company business. The monitors capture information on acceleration, deceleration, top speed, driving times, and distances traveled. The data is downloaded and then analyzed by management, looking for instances of poor driving. Any driver that displays at-risk behavior receives coaching and, if appropriate, disciplinary action.

Safer driving experienceFrom 1998 to the end of 2007, the incident rate for the fleet of 12,700 vehicles traveling up to 170 million miles a year dropped from 15.6 incidents per 1,000 drivers to 6.62 incidents per 1,000 drivers, a reduction of more than 57%. The rate of accidents that resulted in more than one working day or more than USD 10,000 being lost has reduced from 2.42 accidents per 1,000,000 miles driven in 2000 to 0.65 in 2007.

The driving monitors have contributed greatly to a reduction in the fleet average speed and the severity of incidents. There is evidence suggesting that monitors have also contributed to a decreased maintenance requirement.

The Schlumberger Global Driving Safety Program continues to evolve by adapting to changing operating environments, incorporating new technology, and including newly identified best practice to bring further improvements in driving safety.



Addressing driving risksSchlumberger employees around the world drive 29 million miles every month, often across difficult terrain and in every condition imaginable. With driving being a significant cause of injury, including fatalities, in the oil and gas industry, driving safety is given the highest priority at Schlumberger. The company operates a comprehensive driving-management system that brings together best practices from across the organization. The objective of the driving management system is to eliminate accidents through a program of training and communication, in-depth accident reviews, and extensive use of in-vehicle monitors. Every employee in the company is required to undergo initial driver training as a new recruit, followed by regular refresher courses and competence assessments. A key part of this is the use of sophisticated driving simulators.

Simulating the driving experienceThe Schlumberger mobile driving simulators enable employees to practice driving and improve their skills in a risk-free environment under the guidance of skilled and motivated instructors. They also extend the reach of the training beyond the company’s five central driver training schools in Canada, Colombia, Mexico, Russia, and the United States, which have been successfully delivering courses since 1975.

ChallengeTo reduce motor vehicle crash rates.

SolutionImprove driver training through using a driving-simulator program that enables employees to improve their driving skills in realistic oil�eld conditions under expert instruction and in a risk-free environment.

ResultsIn the quarter following the implementation of the simulator program in Canada, the company realized the lowest crash rate in its history. This success led to the introduction of driving simulators in other locations.

Driving Road Safety with Simulator TrainingDriving simulators improve training and competence for Schlumberger drivers.

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Mobile driving simulators enable employees to practice driving and improve their skills in a risk-free environment.

Schlumberger began using driving simulators in the United States in 2001 and in Canada in 2003. When establishing the driving simulator program, Schlumberger chose a manufacturer that specialized in addressing the needs of military clients, who operate in similar driving conditions to the oil and gas industry. Schlumberger and the manufacturer developed a driving program tailored to the needs of people working in oil fields that takes account of specific vehicles and road and weather conditions. It includes instructor and driver controlled tutorials, and scripted exercises such as head-on collision avoidance.

The system replicates the handling of the actual vehicles used by Schlumberger. For example, it allows for varying centers of gravity, including top-heavy vehicle configurations, and even the effects of fluid surges on vehicles carrying liquid. Initially, the first mobile classroom had two interchangeable cabs: a heavy truck cab and a cut-down full-size car that offered students a heightened level of realism.

Then, in 2007, Canadian operations took delivery of a second-generation model of the driving simulator. This is equipped with two separate simulators: light and heavy vehicle versions. This overcomes the need to physically change the cabs, thus saving time and doubling the system capacity.

Networked trainingThe two simulators can be networked. A desktop interface enables the instructor to interact with one or two students operating independently or together, which enables training for convoy driving.


Two-way radio communication between both simulator stations is valuable for enhancing the students’ experience. It provides a real-world distraction that needs to be managed effectively for road safety. Clever software enables instructors to develop customized scenarios that mirror local driving environments and hazards. Course teachers can include themselves in the simulation, for example joining the convoy as a third vehicle to monitor and evaluate the convoy’s competency or to create situations and evaluate how the students respond to them.

Reducing crash ratesThere is evidence supporting the widespread belief among drivers, instructors, and managers that the use of driving simulators has helped Schlumberger to reduce its motor vehicle crash rate. In Canada, where the simulator was first used as part of a pre-winter campaign in Q4 2003, the company achieved the lowest crash rate in its history during Q1 2004.

The improved capabilities of the new version of the simulator are believed to be an important tool in further reducing the crash rate. The systems in the United States have subsequently been upgraded to capitalize on the new technology and software. And success in North America has led to the introduction of driving simulators in the Middle East and South America.



Managing hazardous journeysRoad traffic injuries are ranked by the World Health Organization as the ninth highest cause of death worldwide, with 1.2 million fatalities and 50 million injuries occurring each year. In the oil and gas industry, driving is the most common cause of fatalities. Of the total fatalities in the industry, 21.7 and 29.9% were driving-related in 2006 and 2007 respectively.

Companies are addressing this concern by introducing journey management processes to monitor and control the journeys made by their staff. However, the weak link in any journey management chain is the high level of compliance required from the individual drivers. There is also the risk that people may bypass journey management procedures.

Centralized controlAt Schlumberger, 29 million miles are driven each month on every terrain and in every condition imaginable in 80 countries. Driving safety is taken seriously by the company. In its efforts to continually improve driving safety, the organization has recently introduced electronic journey management. This centralizes and increases control of the journey management process.

There are two applications within the Schlumberger electronic journey management system. The first of these is the journey and driver management system, which is a software program used to manage process steps, track journeys, and document driver training certification for employees, contractors, and suppliers. The application checks that the driver and the vehicle have the correct certificates and endorsements to undertake a journey. The program has five components: location, driver profile, vehicles profile, journey, and journey tracking. It highlights areas of concern such as, for example, overdue arrival or if a journey unexpectedly extended beyond sunset, and prompts the journey manager to call the line manager or the driver directly to query the situation. This results in a prompt initiation of an emergency response if appropriate.

The second application is the i-Journey 24-hour real-time vehicle tracking system, which was introduced in January 2007 and can locate vehicles in the event of an emergency. This is based on a global positioning system, and obtains information from the vehicle on a regular basis about its position and speed. It also provides geo-fencing of de�ned areas––the triggering of an alarm if a vehicle enters or leaves a restricted area.

ChallengeTo increase control of the journey management chain and reduce the risk of driving incidents.

SolutionDevelop an electronic journey management system to enable information on drivers, vehicles, and journeys to be held centrally and to provide real-time tracking of individual vehicles.

ResultIncreases in reporting of journeys and in compliance with journey management procedures which bring a new level of control and greater security for drivers.

Electronic Management for Safer JourneysReal-time tracking of vehicles brings a new level of control to a high-risk activity.

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There has been a behavioral and a cultural change through the acceptance of responsibility and accountability, and an increase in compliance with journey management procedures across the whole organization.

Safe arrivalsThe introduction of the centralized journey management system has brought a new level of control to the high-risk activity of driving. There has been a behavioral and a cultural change through the acceptance of responsibility and accountability, and an increase in compliance with journey management procedures across the whole organization. For example, since introducing electronic journey management in Saudi Arabia, there has been a steady increase in reporting of journeys—from zero in October 2006 to an average of 2,799 per month in 2007 and an average of 3,742 per month in the first five months of 2008 (see Fig. 1).

Real-time journey management enables Schlumberger to identify where vehicles are at any time and increases drivers’ safety. In one incident, a driver who missed a turn and became lost was directed back to the correct road using the i-Journey system. Before the introduction of the new system, becoming lost could present safety and personal security risks for a driver. With the real-time system, such situations can be immediately detected and resolved.

Figure 1: Monthly trips logged into the journey management center October 2006 to May 2008.

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References:1 Global status report on road safety, World Health Organization, www.who.int2 Oil & Gas Producers Association (OGP)


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The World Health Organization reports that each year more than 500 million acute cases of malaria occur and 1 million people die of the disease worldwide. At Schlumberger, a company that operates in 80 countries, many of them in malarial zones, the �ght against the potentially deadly disease is a sustained and on-going campaign.

WHY IS MALARIA A GLOBAL CITIZENSHIP CONCERN?n Malaria kills more than 1 million people each year. n 500 million acute cases occur annually. n Endemic in about 100 countries, malaria is transmitted

to people by infected mosquitoes that bite mostly at night. n 40% of the world’s population is exposed to malaria,

placing a huge burden on health and economic systems. (Statistics Source: World Health Organization, www.who.int )

n Schlumberger operates in many countries where malaria is endemic.

WHO IS CONCERNED?n Employees, families, contractors, clients and the community.

HOW ARE WE PREVENTING MALARIA? n To safeguard at-risk employees and their families, resident and

non-resident, we developed an innovative Malaria Prevention Program which has now been adopted by 25 other organizations.

n Our focus is on raising awareness and equipping employees to self-diagnose and to be in touch with experts no matter where they are.

n We have implemented systematic efforts to support our resident population.

n Bed nets and impregnated long-sleeved T-shirts are distributed to employees and their families in malarial zones.

n We provide funding to malaria researchers.

Overview: Preventing MalariaSchlumberger operates in zones where malaria is found. The �ght against the potentially deadly disease is a sustained and on-going campaign.

Meet Dr. Uche Okorocha. As the intermediary between healthcare providers and Schlumberger employees, families and contractors in six West African countries, he holds an important role in combating malaria, a signi�cant public health risk that has long plagued many countries around the world.

In spite of the fact that malaria is both preventable and treatable, each year more than 500 million acute cases occur and 1 million people die of the disease worldwide.

“We take the risk of malaria very seriously. People tend to forget about the dangers of this disease,” says Dr. Okorocha. “On-going awareness about malaria prevention strategies is vital.”

Through the Schlumberger Malaria Prevention Program, Dr. Okorocha is working to safeguard employees and their families particularly in Cameroon, Chad, Equatorial Guinea, Ghana, Ivory Coast and Nigeria.

The prevention program combines material resources with education. Chemically-treated bed nets are distributed to all Schlumberger employees, in-house contractors and their families when living or working in malarial countries. A full malaria awareness induction is also carried out on arrival, and curative malaria kits are given to all residents and visitors on departure from high-risk zones.

The program’s rigorous training equips employees with the knowledge to self-diagnose and treat their symptoms. It also addresses different levels of vulnerability to the disease: there is speci�c training for semi-immune and non-immune individuals, and for those arriving and departing from high-risk malaria countries. “Education is fundamental in combating the disease,” says Dr. Okorocha. “Before the distribution of our curative malaria kits, our own fatalities were among employees who returned to their home countries where detection and treatment of the disease was often inadequate.”

Dr. Okorocha works with the Health, Safety and Environment (HSE) team to coordinate health days for employees, families, contractors and host community members. “Through these awareness-raising workshops we pass on the prevention message and provide a concentrated forum for information exchange, particularly for young children and the elderly who face the greatest risk of contracting malaria,” he says. “Many people don’t know that the disease is

Interview: Dr. Uche Okorocha, Health Advisor, West Africa GeoMarket

transmitted by female mosquitoes that bite mostly at night, and that malaria is both preventable and treatable.”

Dr. Okorocha also leads monthly safety meetings to review HSE news and answer employee questions, and he is a member of the Schlumberger Malaria Prevention Task Force. The task force is responsible for formulating the company’s Malaria Prevention Program which involves overseeing the implementation globally, reviewing related incidents as well as evaluating and improving the program.

Pivoting between his role as health advisor and occupational health practitioner, Dr. Okorocha is steadfast. “Malaria is a global challenge whose prevention is based on availability of resources and education. We have achieved a great deal in West Africa but there is more to do, and by remaining focused, I am con�dent that we can do more.”

Dr. Uche Okorocha, the doctor who combats malaria for Schlumberger employees in West Africa, discusses the importance of malaria prevention and awareness programs.

Global Citizenship Malaria

Raising awarenessAlthough malaria is preventable and treatable, the World Health Organisation says that each year more than 500 million acute cases occur and 1 million people die of the disease worldwide.1 Many oil fields are in malarial regions, and the disease claims the lives of oil industry workers every year. In the absence of an effective vaccine, preventing death from malaria requires personal protection against mosquito bites and, when malaria is suspected, early diagnosis and treatment.

The symptoms of malaria are similar to those of flu and include fever, shivering, joint pain, and headache. This means that the disease may not be identified immediately, which can be life threatening.It is essential that employees are aware of the risks of malaria and the importance of seeing a doctor for correct and rapid diagnosis, and treatment as required. Fatalities can often occur after a victim has left the malarial region and returned home or moved on to a different location.

Immediate responseMany of the 80 countries in which Schlumberger operates are in malarial zones. As such the fight against the disease is a sustained and ongoing campaign. In 2003, the company established its Malaria Prevention Program for employees and contractors working in malaria-endemic areas. The program includes malaria awareness training, information about preventive measures such as impregnated bed

ChallengeTo reduce the incidence of malaria among employees working in high-risk areas.

SolutionA malaria prevention program that includes the distribution of curative malaria kits enables employees to self-diagnose and self-medicate in the absence of immediate medical care.

ResultsA signi�cant reduction in annual malaria fatalities.

Extensive Malaria Prevention Program Reduces RisksAnti malaria kits provide employees with immediate diagnosis and treatment.

AT A GLANCE

Malaria is a life-threatening disease transmitted to people by infected mosquitoes. The World Health Organization reports that yearly more than 500 million acute cases of malaria occur and 1 million people die of the disease worldwide. Forty percent of the world’s population is exposed to malaria, placing a huge burden on health and economic systems. Malaria is endemic in many of the countries in which Schlumberger operates. We have therefore created an innovative Malaria Prevention Program for this preventable and treatable disease.

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The Schlumberger program has been recognized throughout the industry as a highly effective approach to reducing the risk of malaria fatalities.

nets, insect repellents and insecticide treatments, and access to a 24-hour malaria hotline.

A vital part of the program is the malaria kit, which is given to all employees working in high-risk areas before they leave the region. The kit is designed to enable employees to self-diagnose and self-medicate if they develop symptoms they suspect to be malarial and cannot reach medical care within 24 hours.

The kit contains:n three dipstick-based diagnostic tests n a forehead thermometer, as one of the symptoms

of malaria is alternating high and low temperaturesn Coartem® malaria medication (also known as Riamet®

in some countries)n a Schlumberger malaria hotline telephone cardn a health alert card to a doctor when the patient

receives treatment.

If a diagnostic test is positive, patients are instructed to start treatment and see a doctor immediately.

The first test is, however, often negative because there may initially be insufficient antibodies in the blood for the test to detect. If the test is negative and the symptoms persist, the test should be re-taken 12 hours and then 24 hours later. If symptoms persist, patients are urged to seek immediate medical advice and to start the three days of Coartem treatment, even if all three tests are negative. There is no danger in taking the medication and any delay in treatment can be fatal.


The malaria hotline can also provide support through:n 24/7 advice and emergency help n access to doctors specializing in tropical medicinen access to staff with up-to-date knowledge on preventive

and curative medicationn assistance with hospitalization or evacuation where necessary.

Positive in�uenceSince its launch in 2003, the prevention program has proved effective in reducing fatalities from malaria within the company—from four in the two years before the program started, to two over the five years of its operation.

Initiatives copying Schlumberger Malaria Prevention Program have been established by more than 20 other international organizations, within and outside the oil and gas industry, that have recognised its effectiveness in reducing the risk of malaria.

Schlumberger employees are also clear on the program’s benefits A survey carried out by the company in 2007 revealed that users of the program were very satisfied, that the blood test results from the self-tests provided in the malaria kits were confirmed by laboratory tests, and that the curative medicine was effective and produced few side effects.

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The Net Bene�ts of Conquering MalariaA campaign to distribute insecticide-treated bed nets has reduced incidence of the disease.

AT A GLANCE

Malaria is a life-threatening disease transmitted to people by infected mosquitoes. The World Health Organization reports that yearly more than 500 million acute cases of malaria occur and 1 million people die of the disease worldwide. Forty percent of the world’s population is exposed to malaria, placing a huge burden on health and economic systems. Malaria is endemic in many of the countries in which Schlumberger operates. We have therefore created an innovative Malaria Prevention Program for this preventable and treatable disease.

Malaria is one of the most serious infectious diseases in tropical and subtropical areas. The World Health Organization (WHO) reports that the disease is prevalent in more than 100 countries, and that over 500 million acute cases occur annually. Malaria kills more than 1 million people a year in sub-Saharan Africa, mostly pregnant women and children under five. Beyond the personal suffering it causes, the disease places a heavy burden on affected countries’ health systems and economies. According to the WHO, malaria causes an average annual loss of 1.3% in economic growth in countries with a high transmission rate for the disease.

Providing a safety net Malaria is caused by parasites that are spread through the bites of infected mosquitoes. People with a history of exposure to the malarial parasite, usually those who have been born and brought up in a malaria-infected region, may develop a degree of immunity to the disease, and are therefore classified as semi-immune. The nonimmune, usually those who have had no exposure to the disease, are at a higher risk of developing malaria. No vaccine against malaria is currently available, although some are under development. Efforts to reduce the impact of the disease focus on improving prevention measures and enabling effective treatment medication.

Insecticide-treated bed nets (ITNs) are an effective way of preventing infection. The nets are hung over beds to keep out malarial mosquitoes, and to reduce the likelihood of being bitten at night, when the infected mosquitoes mainly strike. The insecticide used, usually deltamethrin (a cyano pyrethroid), is effective in killing the insects. ITNs are cheap and highly effective tools for preventing the spread of malaria: when properly used they can reduce malaria transmission by up to 50% and death in children by 20%.

ChallengeTo safeguard employees by reducing the risk of malaria, a disease that kills more than a million people a year.

SolutionThe distribution of insecticide treated bed nets, which protect against malaria by preventing bites from malarial mosquitoes.

ResultsThe total number cases of malaria within the Schlumberger population in the Democratic Republic of the Congo has fallen from nearly 140 in March 2006 to 10 in February 2009.

Month

No.

of c

ases

Non-Immune (Total)

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Semi-Immune (Employees) Semi-Immune (Family)

Figure 1: Total number of malaria cases within the Schlumberger population in the Congo: January 2005–February 2009.

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Prevention in ActionAs part of its Malaria Prevention Program, Schlumberger distributes ITNs to its employees in all the high-risk zones where it operates. In 2006, the company’s health standard was amended to widen ITN distribution. Now, every employee in high-risk zones, whether non- or semi-immune, is given an ITN, plus two additional nets for family use. Six thousand ITNs were distributed in 2007.

It is mandatory under the Schlumberger health standard for managers to ensure that the nets are installed in all company-controlled accommodation, including guest and staff houses, in countries with a high malaria risk. Schlumberger insists on using square bed nets, which are more effective at preventing bites than the more common circular tent-type nets.

Employees are expected to play their part in improving bite prevention by using ITNs correctly. Training and awareness schemes encourage them to make sure that the bed nets are not torn, are completely tucked under the mattress at night, are kept tied and closed over the bed when not in use, and are treated twice a year with insecticide. Precautions such as wearing long-sleeved shirts and using insect repellents on uncovered parts of the body when outdoors are also recommended.

Success in CongoThe longest running bed-net campaign in Schlumberger was launched in the Democratic Republic of the Congo in 2004. A ready supply of bed nets has been essential to the success of the program, and these are provided by a local woman, who set up a successful business procuring and selling the square ITNs required by Schlumberger, which are hard to find in the local market. Her business has expanded, and is now supplying ITNs to Angola. She is also providing health training and retreating the nets every six months. This aftercare is critical to ensuring the nets’ long-term effectiveness.

Since the launch of the campaign, there has been a steady decline in the number of malaria cases among employees and their families. The total number of cases of malaria within the Schlumberger population in Congo has fallen from nearly 140 in March 2006 to 10 in February 2009 (see Fig. 1).

Treated bed nets are inexpensive and highly effective tools for preventing the spread of malaria.

References:1 World Health Organization, www.who.int


Clear Strategy and Planning Prevents MalariaSchlumberger takes a structured approach to preventing malaria in western and southern Africa.

ChallengeTo raise awareness of the risks of malaria among employees, particularly when traveling out of high-risk areas, and to reduce infection and death rates from malaria.

SolutionA structured preventive program based on the Schlumberger health, safety, and environment management system was implemented and monitored in western and southern Africa.

ResultsThe company had no malaria fatalities between 2006 and 2008 among the non-immune oil�eld population and risk identi�cation reports on malarial hazardous situations have increased signi�cantly.

Know your enemyMalaria is one of the most dangerous tropical diseases. It kills 1 million people every year, with more than 90% of the deaths occurring in sub-Saharan Africa. Oilfield companies take the risk to employees from malaria very seriously. Many organizations operate in areas with high levels of infestation by mosquito species capable of carrying malarial parasites.

However, prevention of malaria is complicated because many oilfield employees travel regularly between infested and un-infested areas. They are usually employees who are not nationals of the countries in question and who do not have immunity to the disease. Most incidences of the disease among oilfield employees occur outside risk areas, which is due to several factors. Employees are less vigilant and may not realize the significance of the onset of symptoms while in an un-infested location; doctors in many parts of the world are often ignorant about malaria and may confuse the symptoms of the disease with those of flu; and curative medication is not readily available in un-infested areas.

A rigorous processTo be effective, malaria prevention measures need to be implemented in a structured manner. Schlumberger has designed a systematic and methodical approach to prevention that aims to achieve a malaria-fatality-free operation. In January 2003, the organization’s malaria prevention program was rolled out for the first time in seven countries in west and southern Africa: Angola, Cameroon, Chad, Ivory Coast, Equatorial Guinea, Gabon, and the Republic of the Congo (Congo-Brazzaville).

The program is based on the application of the Schlumberger health, safety, and environment management system. The company has put extensive resources in place to support the program.

Awareness training Training modules have been developed to raise malaria awareness and improve employees’ ability to assess and control the risks from malaria through prevention, early diagnosis, and cure. There are two levels of training: mandatory basic awareness training for all employees worldwide and more advanced training for employees visiting high-risk countries. Training also includes the use of the curative malaria kit.

The malaria prevention program has been developed within the company health standards that provide guidelines to line management on how to implement an effective program.

Arrival and departure procedures for workers moving to and from areas with a high risk of malarial infection focus awareness on the risks and the preventive and curative medication available. Any employee traveling from a malaria-infested area to an un-infested area completes a pre-departure quiz to ensure that post-visit awareness is sustained.

AT A GLANCE

Malaria is a life-threatening disease transmitted to people by infected mosquitoes. The World Health Organization reports that yearly more than 500 million acute cases of malaria occur and one million people die of the disease worldwide. Forty percent of the world’s population is exposed to malaria, placing a huge burden on health and economic systems. Malaria is endemic in many of the countries in which Schlumberger operates. We have therefore created an innovative Malaria Prevention Program for this preventable and treatable disease.

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Figure 1: Malaria prevention indicators 2005–2008.

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The malaria prevention program is developed within the company health standards to provide guidelines to line management on how to implement an effective program.


Preventive measures Preventive measures in high-risk areas include bed nets treated with insecticide, preventive medication taken by employees under medical supervision, use of insect repellents, and the applicationof insecticides.

A toll-free malaria hotline operates 24 hours a day, 7 days a week and is staffed by a team of multilingual doctors who specialize in tropical diseases.

Curative kitsCurative kits are issued to all non-immune employees––those from non-malaria countries––and to semi-immune employees––usually those born and living in malaria countries––when working in very remote locations or when leaving their native country for training, vacation, or transfer. These kits include malaria blood test sets and curative medication. The kit was developed by Schlumberger to address emergencies when an individual is more than 24 hours away from a tropical disease center and malaria is suspected. The curative kits allow the employee to rapidly self-diagnose, treat, and cure a case of potentially fatal malaria.

Effective preventionAll Schlumberger locations in areas where malaria occurs are required to have a formal malaria prevention audit every three years. Weaknesses in the malaria prevention program are addressed by remedial work plans that are closed once the deficiency has been addressed. This is normally within 90 days.

Worldwide, 111 locations were audited between January 2005 and December 2008, and the average level of compliance exceeded 75% each year since 2006 (see Fig. 1). Six of the seven countries in western and southern Africa were audited in 2008 and the

average level of compliance with the malaria standard exceeded 82%. Most of the audit deficiencies were related to arrival and departure processes, and insect bite prevention methods.

The number of risk identification reports filed on malarial hazards is a strong indicator of employees’ awareness of the risks posed by the disease. In western and southern Africa, the number of reports increased from 173 in 2004 to 396 in 2007, which demonstrates a significant improvement in awareness. Since the program was implemented, malaria risks have been successfully controlled. The company had no malaria fatalities between 2006 and 2008 among non-immune oilfield workers.

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79%78%

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Malaria prevention official audits average score


References:1 World Health Organization, www.who.int


UNAIDS and the World Health Organization estimate that there are around 33 million people living with HIV worldwide. Every year, almost 2.7 new infections occur and 2 million people die from AIDS-related deaths worldwide.

At Schlumberger, we are committed to helping �ght this disease. Our approach is to raise awareness of HIV/AIDS through education and training.

WHY IS HIV/AIDS A GLOBAL CITIZENSHIP CONCERN?n 2 million people died of AIDS-related deaths in 2007n Today about 33 million people are living with HIV. n 2.7 million new infections occurred worldwide in 2007. n 67% of the global total of people living with HIV are in

the sub-Saharan Africa region, and 75% of all AIDS deaths in 2007 occurred there.

n Russia and India have some of the highest infection growth rates. (Statistics Source: UNAIDS/World Health Organization, Report on the Global AIDS Epidemic, www.unaids.org )

n Schlumberger people live and work in many of these countries. Some of our employees and their families are affected, and many more face the risk of exposure.

WHO IS CONCERNED?n Employees and their families, contractors,

clients and the community.

HOW ARE WE RAISING AWARENESS ABOUT HIV/AIDS? n Schlumberger has a formal HIV/AIDS position and guidelines

are built into our Global Health Standard. n The most signi�cant aspect of our guideline is the practice of

nondiscrimination in job screening and during employment. n This is signi�cant as social stigmatization is one of the greatest

obstacles to confronting and overcoming HIV/AIDS. n Education is fundamental to how we address all our health and

safety risks. We invest seriously in making training available to all employees. We have an obligatory HIV/AIDS training program for employees who are going to be in regions of the world where exposure to HIV/AIDS is high.

n We undertake a number of communications and awareness-raising initiatives.

Overview: Raising HIV/AIDS AwarenessSchlumberger operates in many regions where the disease is prevalent—we focus on awareness-raising and prevention.

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HOW DOES SCHLUMBERGER APPROACH THE DISEASE? We have a formal position on HIV/AIDS that is built into our Global Health Standard. The guidelines stress, among other things, nondiscrimination in job screening and during the employment period—HIV/AIDS screenings are not required for job applicants. Additionally, employees with HIV/AIDS are under no obligation to disclose

this information to the company, and if they choose to do so, it is kept con�dential.

HOW DO YOU RAISE AWARENESS ABOUT HIV/AIDS AMONG YOUR EMPLOYEES? If we are to combat this disease, people need to be equipped with knowledge. According to the World Health Organization, the worldwide number of people living with HIV rose from 29 million in 2001 to 33 million in 2007.

Education about this disease is essential. We have developed a training program for our employees based on the HIV/AIDS guidelines in our Global Health Standard.

The approach is built around fostering awareness to address employees who have been affected or face the risk of exposure. It’s about giving employees knowledge so that they can make informed decisions, and about providing a realistic picture of the HIV/AIDS epidemic.

DESCRIBE THE TRAINING PROGRAM. Today, our training has reached a new level. As the disease has become more prevalent, the training program has become more proactive in informing our employees about preventive behaviors.

In 2007, our �rst obligatory HIV/AIDS training package was developed and integrated into training for all employees living and working in high-risk countries. This training program is an important part of a wider effort to help employees and their families protect themselves from HIV/AIDS. We also organize local awareness-raising workshops for employees and their families in several countries.

WHAT ARE SOME OF THE ELEMENTS IN THE TRAINING? We’ve put together an on-line training package that explains the origins of the disease, describes its symptoms and how it is transmitted, outlines preventive measures, dispels myths, and describes Schlumberger’s position. Compliance of the training is then certi�ed. The training is available in English, French, Portuguese, Russian and Spanish.

Our approach is not just about applying mandatory training— it’s bigger than that. It is about painting a real and clear picture of the disease and giving employees the tools to make informed decisions when they arise. Our proactive and open stance is important as we continue to see the disease spread in the countries where we operate.

Interview: Dr. Alex Barbey, International Health Coordinator Dr. Alex Barbey, international health coordinator at Schlumberger, discusses the company’s approach to raising HIV/AIDS awareness.

Global Citizenship HIV/AIDS

A voluntary employee assistance program provides con�dential screening and treatment.

AT A GLANCE

The number of people worldwide living with HIV rose from 29 million in 2001 to 33 million in 2007, according to the UNAIDS/World Health Organization. Two million people died of AIDS-related causes in 2007 and 2.7 million new infections occurred. Of the total number of people on the globe living with HIV, 67% are in sub-Sahara Africa where 75% of all AIDS deaths in 2007 occurred. Schlumberger operates in many regions where the disease is prevalent —we focus on awareness-raising and prevention.

ChallengeTo provide support for employees in Nigeria, where the prevalence of HIV/AIDS is high, who face the risk of exposure to the disease.

SolutionThe Schlumberger HIV/ AIDS voluntary assistance program provides employees and their families in Nigeria with con�dential screening, counseling, and antiretroviral (ARV) treatment.

ResultsEmployees in Nigeria bene�t from a complete program that continues throughout their employment with the company.

In Nigeria, 3.1% of 15 to 49 year olds are living with HIV/AIDS.1 This means that 2.6 million people are infected out of Nigeria’s total population of 138 million. 2 Given this situation, it is inevitable that companies operating in Nigeria will have employees who may be directly affected by this disease.

Schlumberger has created an assistance program in Nigeria to help employees and their families who are concerned that they may be HIV-positive cope without fear of stigmatization or rejection.

The company has formal HIV/AIDS guidelines and does not test for HIV in prehire medicals. Participation in the HIV/AIDS assistance program is voluntary and remains confidential, thus assuring employees of a nondiscriminatory working environment.

A healthy workforceThe Schlumberger approach to reducing HIV/AIDS infection rates among its employees and their families is to promote lifestyle choices that will help them to stay healthy. This is achieved through training and awareness campaigns, which provide a realistic picture of the disease and inform about preventive behaviors.

In Nigeria, Schlumberger has implemented an HIV/AIDS employee assistance program, which incorporates prescreening counseling, screening, post-screening counseling, and the administration of antiretroviral (ARV) drugs. Screening is voluntary and confidential,

Care Program Helps Employees Cope with HIV/AIDS

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and is done at a private clinic. The program also extends to the employee’s spouse and up to four children. Employees can choose whether or not to disclose their HIV status to the company doctor. Those who do are referred to a nominated clinic for treatment. The assistance program respects confidentiality, and information about an employee’s status within the company remains solely with the doctor. Opportunistic infections––those that affect people with a weakened immune system––are covered by the company’s health plan.

If an employee leaves Schlumberger through retirement or redundancy, the company makes the ARV treatment program available for a further year. Support ends, however, if departure is because of resignation or dismissal. To promote continuity of treatment, the company assists any outgoing employees to join other ARV programs, which may be through government or non-governmental organizations.

Long-term assistanceThe Schlumberger employee assistance program in Nigeria reflects its high standards of care for those affected by HIV/AIDS. With ARV treatment and complete confidentiality, employees who are HIV positive can continue to work normally without fear of stigmatization. Although only 1% of Schlumberger employees and their families in Nigeria are taking up the voluntary screening scheme, the company continues to encourage participation along-side its prevention awareness-raising.


References:1 UNAIDS/World Health Organization 2008 Report on the global AIDS epidemic, www.unaids.org 2 United Nations Development Program, www.undp.org

With ARV treatment and complete con�dentiality, employees who are HIV positive can continue to work normally without fear of stigmatization.

The Schlumberger Global Health Standard guidelines help employees avoid infection and provide quality medical care as required.

ChallengeTo increase awareness of HIV/AIDS so that individuals can make informed decisions and take measures to protect themselves against the disease.

SolutionSchlumberger provides HIV/AIDS training and awareness programs to employees and their families based on guidelines built into the company’s Global Health Standard.

ResultsThe program helps employees understand the nature of HIV/AIDS and take preventive measures. Since 2007, over 11,000 Schlumberger employees have taken the obligatory training program.

Widespread riskThe joint UNAIDS andWorld Health Organization 2008 Report on the Global AIDS Epidemic states that about 2 million people died of AIDS-related deaths in 2007, 2.7 million new infections occurred and that 33 million people are living with HIV.1

Schlumberger recognizes that HIV/AIDS poses a worldwide health risk to its employees and their families, its contractors and business partners, and the communities in which it works. The company has focused attention on the issue since the late 1980s, only a few years after the first cases were identified.

Both in the workplace and elsewhere, Schlumberger strives to help its employees and their families care for their own health. In its Global Health Standard, the company sets out how it promotes and achieves this objective. Employee training programs on various health concerns have been developed and compliance is tracked through auditable assessments.

Schlumberger has introduced formal guidelines that set out the company’s policy on HIV/AIDS. These describe the company’s position on the matter and relevant employee responsibilities and benefits, and training and awareness initiatives related to HIV/AIDS.

Non-Discriminatory HIV Policy Raises Awareness

AT A GLANCE


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Fair treatmentSocial stigmatization is one of the greatest obstacles to over-coming HIV/AIDS. Because of this, an important aspect of the Schlumberger approach is the practice of non-discrimination during recruiting and employment. A key element is that screening for HIV/AIDS is not required for job applicants or for those already employed, unless required by local legislation. Furthermore, a Schlumberger employee with HIV/AIDS is under no obligation to disclose this information to the company. If employees elect to disclose that they are infected with HIV, they can do this to a nominated doctor and confidentiality is maintained at all times. No disclosure of information is made to the company without the written informed consent of the employee concerned.

Non-discriminationEmployees who become ill with HIV/AIDS are treated in the same way as any other employees with a serious illness. They can be confident that being HIV positive will not result in termination of their employment. On the contrary, they have the same rights as other employees, are covered under employee benefits plans, and are protected against unfair discrimination. With complete confidentiality, employees who are HIV positive can continue to work normally without fear of stigmatization or rejection.

Subject to local regulations and compliance with other company policies and standards, employees with HIV-related illnesses are permitted to continue in their job unless they are certified by the company’s designated health professional as being medically unfit to work. Co-workers of employees with HIV/AIDS are expected to continue normal working relationships with them. Should an employee go on to develop AIDS, Schlumberger will provide an alternative position based on his or her physical fitness.

Training and raising awarenessFundamental to the company’s approach is raising awareness about the nature of HIV/AIDS and encouraging employees to learn how to avoid becoming infected. The company’s guidelines provide extensive references and links to sources of information about HIV/AIDS, and the Schlumberger awareness and training programs are designed to educate employees about the disease and inform them about preventive behavior. All employees assigned to or visiting high-risk HIV/AIDS countries receive training, and local awareness programs are put in place in those countries.


References:1 UNAIDS Joint United Nations Programme on HIV/AIDS, www.unaids.org

Employees who become ill with HIV/AIDS are treated no differently than any other employee with a serious illness.


Schlumberger training program targets employees in high-risk regions.

AT A GLANCE


Campaign Raises HIV/AIDS Awareness

ChallengeSocial stigmatization and ignorance about HIV/AIDS and how to prevent it are among the greatest obstacles to confronting and overcoming the disease.

SolutionHIV/AIDS guidelines set out the company’s approach to addressing the challenges presented by the disease through employee training .

ResultsAn approach has been implemented that removes barriers to confronting HIV/AIDS and contributes to reducing its spread and the impact it has on individuals and communities.

A proactive approachThe World Health Organization (WHO) reports that the HIV/AIDS epidemic has spread to every corner of the world and over 25 million people globally have died of the disease, but that 63% of those living with the infection are in sub-Saharan Africa.1 An awareness of the nature of HIV/AIDS and how it spreads is essential in order for people to take measures to reduce the risks of contracting the disease. Education is fundamental to achieving this understanding.

Investing in trainingSchlumberger has made HIV/AIDS training available to all employees since 2003 and the company is committed to raising awareness of the disease. In 2007, an obligatory training program was developed for employees working and living in countries where the disease’s prevalence is high.

The training materials were developed by the Schlumberger international health coordinator and the west and southern Africa HSE manager. The training, which is easy to understand and instructive, is based on guidelines built into the company’s Global Health Standard, which stresses the practice of non-discrimination in recruitment and employment.

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The Schlumberger approach is to paint a realistic and clear picture of the disease and to give employees the tools to make informed decisions.

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The training package explains the origins of the disease, describes its widespread reach, defines its symptoms, clarifies how it is transmitted, indicates preventive measures, and attempts to dispel some myths and rumors surrounding it. Compliance with the training is certified. The training materials are available in English, French, Portuguese, Russian and Spanish.

AIDS awarenessIn addition to the company’s training program, local initiatives to raise HIV/AIDS awareness are organized for employees and their families. For example, with the support of a local NGO, health days have been held in several cities in India, reaching several hundred employees and their families. And in Gabon, an HIV/AIDS conference attended by more than a hundred employees and contractors was organized with the help of the regional health director in the city of Port-Gentil and a local UNAIDS organization.

Making informed decisionsThe Schlumberger approach is to paint a realistic and clear picture of the disease and to give employees the tools to make informed decisions. This proactive and open stance is important as the disease continues to spread in countries where the company operates. Since 2007, over 11,000 Schlumberger employees have taken the obligatory training.References:1 World Health Organization, www.who.int


Schlumberger facilitates a range of community outreach initiatives in the countries where we work—largely driven by the energy of employees and their families. Our principal theme is education, particularly science and HSE education.

WHY DID WE CHOOSE EDUCATION AS OUR KEY COMMUNITY OUTREACH THEME? n Education is critical to socio-economic development. n None of the world’s challenges can be met without

education, particularly science education. n Schlumberger is a knowledge company and

we value learning and innovation. n Education is what motivates our people

as a community outreach theme.

WHO IS CONCERNED?n Communities where Schlumberger people live and work. n Our employees and their families—they are proud to see

the company making these education commitments and encouraging them to volunteer their talent and time.

HOW DO WE EXECUTE OUR COMMITMENT TO EDUCATION?We support education outreach through a suite of initiatives such asn Schlumberger Excellence in Educational Development (SEED)—

an employee volunteer program for science education in underserved schools.

n HSE for Youth, a program mobilizing employees and their families on health, safety and environmental issues.

n Faculty for the Future Fellowships, a program that supports women academics in science and engineering from developing and emerging countries with funding for advanced graduate study at top universities.

n Catalyzing local initiatives—Schlumberger staff around the world often initiate local projects themselves. In Chad, for example, funding from the GeoMarket and the Schlumberger Foundation is helping to improve the infrastructure at a school started by a local Schlumberger employee.

n Local initiatives by managers and employees also helps direct our responses to disasters where we live and work.

n Employees may take a Personal Development Leave to volunteer.

Overview: Supporting the Community Through Science and HSE EducationSchlumberger values learning and innovation; its commitment motivates employees to contribute to community education programs.

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TELL US ABOUT SOME OF THE INITIATIVES YOU’VE BEEN INVOLVED IN.During the past 10 years, it’s been a wonderful experience to volunteer as part of the SEED team. The program taps into the passion of Schlumberger people for science and learning, and encourages personal

outreach to bene�t schools in the communities where we live and work. I joined the company in 1982 as a Wireline electronic lab maintenance engineer in Egypt. While I served there we out�tted six underprivileged schools in Cairo and elsewhere with computers and Internet connectivity. Later in Venezuela, I was part of the team that inaugurated the 20th SEED school in the country and the 200th SEED school worldwide. That was a moving experience. Speci�cally, we completed the needs of the schools—with fully equipped science laboratories, for example—to ensure that students got the most from their schools’ newfound connectivity. So far Venezuela has 28 SEED schools. This achievement is thanks to the on-going support of a truly amazing team of volunteers and the dedication of the SEED coordinator Maria Auxiliadora Torres.

WHY HAS SCHLUMBERGER ADOPTED EDUCATION AS A COMMUNITY OUTREACH THEME?As a knowledge company we value learning. Education, particularly science education, motivates our people as a community outreach theme, as do health, safety and environment (HSE).

At the heart of our outreach are the many volunteers who are dedicated to sharing their passion for science and their knowledge of HSE with young people in the communities in which Schlumberger people live and work.

It’s thanks to these employees, the Schlumberger Spouses’ Association (SSA), and our volunteers and their families that we continue to reach so many youngsters in schools around the world.

TELL US ABOUT YOUR WORK WITH THE SCHLUMBERGER FOUNDATION.Since 2007, I have served as a vice president of the Schlumberger Foundation.

The �agship program is Faculty for the Future—we award fellowships to women academics in science and engineering from developing and emerging countries to pursue advanced graduate studies at top universities abroad. Since the program launch in 2004, it has grown to become a community of 111 women from 34 countries.

The long-term goal of the program is to generate conditions that result in more young women pursuing scienti�c disciplines. Therefore, grant recipients are selected as much for their leadership capabilities as their scienti�c talents. They are expected to return to their home countries to continue their academic careers and inspire other young women.

The Foundation also supports education through local initiatives led by Schlumberger employees. For example, we have helped fund the building of a school in Chad, which was initiated entirely by one of our Chadian colleagues.

Interview: Hatem Soliman, President, Latin America Region Hatem Soliman, president of Latin America Region and a vice president of the Schlumberger Foundation, has supported science education outreach programs for many years.

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Help for the long termThe 2004 Asian tsunami was one of the world’s worst natural disasters—the most lethal since the Bhola cyclone in Bangladesh in 1970. It hit Indonesia, Sri Lanka, Thailand, and India and resulted in the loss of hundreds of thousands of lives.

The people in the Indian state of Tamil Nadu suffered more than most. Akkaraipettai, a traditional fishing village in the region, was the worst affected village in India. No one was spared the loss of an immediate family member or a close relative. Many of the village’s children were left without one or both parents.

The disaster moved people worldwide and prompted pledges of more than USD 7 billion in aid over the following weeks, which helped to meet the immediate relief needs. However, since then, the challenges have been how to deal with the longer-term impacts and ensure that ongoing aid is used in a way that is sustainable and self-supporting.

ChallengeTo help survivors of the Asian tsunami, especially orphanedchildren, deal with the long-term impact on their lives and communities.

SolutionA group of Schlumberger employees teamed up with Suyam Charitable Trust to build and develop two education centers. The initiative was supported with funding from the Schlumberger Disaster Reconstruction Fund.

ResultsThe newly constructed education centers and a digital library and science camps are helping to improve educational standards and reduce the number of pupils dropping out of school.

Supporting Education Helps Indian Tsunami SurvivorsPersonal commitment from Schlumberger employees and fund-raising are contributing to two children’s education centers and a digital library in Tamil Nadu.

AT A GLANCE

Education is vital for socio-economic development. The children of today will be the citizens and decision makers of tomorrow—and none of the world’s challenges can be met without education, in particular in science-related disciplines. Schlumberger values learning and innovation. The company’s commitment to the theme of education motivates its people to volunteer and implement community outreach programs.

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Taking the initiativeOne Schlumberger employee from the company’s Sugar Land Product Center (SPC) in Texas, United States, who was born and raised in the Indian state of Kerala, was determined to find a way to help in the aftermath of the disaster. He looked for ways to best aid those affected and gathered support among his colleagues. The SPC team learned of the work being done by the Suyam Charitable Trust, which was working with villages affected by the tsunami and was well respected in the area. The team then developed a proposal which was accepted by the Schlumberger Disaster Reconstruction Fund.

In collaboration with Suyam, it was decided to build two education centers in Akkaraipettai and nearby in Karaikal for children affected by the tsunami. They were opened in temporary accommodation in April 2005, but needed permanent homes. A plot of land was acquired for the first of these in Akkaraipettai, and the contract for construction of a new building was given to Habitat for Humanity, a not-for-profit housing organization. Schlumberger supported the initiative with a donation of USD 82,000, plus the proceeds from a charity golf tournament. The Akkaraipettai education center was officially inaugurated in September 2007.

Education for the whole communityThe Akkaraipettai facility has three elements: a children’s education center, a digital library and regular science camps. The center promotes activity-based learning and is designed to supplement the state school system. It is open to children not in regular education and also those who need tuition to supplement their existing schooling. The digital library is available to the wider community, including relatives of the children, and provides books, computers with internet access, and a variety of educational software.

What started as a small highly focused effort by a group of employees with a desire to help people affected by the catastrophe has developed into a long-term, sustainable project. The first center in Akkaraipettaihas gradually expanded and had 200 pupils at the end of 2007. The second center and science camps in Karaikal opened in 2010.

In a region where children as young as 12 have traditionally left school––boys to become fishermen and girls to help at home–– the Akkaraipettai and Karaikal centers provide a new focus on the value of education. Volunteers report that the program has helped to eliminate school drop-outs and that the children have improved grades. Other local schools are now in negotiations for access to the centers.



What started as a small fund-raising effort by a group of employees with a desire to help people affected by the catastrophe has developed into a long-term, sustainable project.


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Educational opportunitiesIn 1998 a community outreach program called Schlumberger Excellence in Educational Development (SEED) was launched. With a focus on underserved schools in areas where the company’s employees live and work, the program empowers Schlumberger employee-volunteers and local educators – including teachers, parents and other mentors – to share their passion for science and technology with students aged 10 to 18.

Sharing knowledge Components of SEED include the School Network Program (SNP), which provides two-year grants for computer hardware and software, internet connectivity and related educational resources. Throughout the lifecycle of the grant, SEED works with these schools to ensure the continuity of the connectivity once the grant expires.

The educational programs offer students and educators in SEED network schools hands-on workshops and online activities using a project-based, learning-while-doing approach on global themes such as climate change, energy and water ressources.

Active learning complements traditional curriculums. It helps students learn by exploring science through a practical and results-oriented approach. This encourages a process of inquiry, during

ChallengeTo ignite passion for science and learning in young people and empower them to use knowledge and technology creatively to meet the challenges of tomorrow.

SolutionThe SEED (Schlumberger Excellence in Educational Development) program, a volunteer-based, global non-pro�t education initiative focusing on underserved schools where Schlumberger people live and work, was launched in 1998.

ResultsUnder the SEED science and technology educational outreach program, Schlumberger has supported nearly 250 schools in over 40 countries over the past 10 years.

Nurturing a Passion for ScienceVolunteer-based education program supports and encourages learning at schools in local communities.

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which teachers and students raise questions and then come up with the answers together. The Online Science Center provides content in seven languages (Arabic, Chinese, English, French, Portuguese, Russian, and Spanish) and includes an “Ask an Expert” section where employees respond to questions from children all over the world.

The SEED program taps into the passion of Schlumberger people for science and learning, and it offers them personal outreach that benefits young people around the world.

Enthusiastic take upThe SEED website (www.seed.slb.com) and Online Science Center received more than five million hits during 2008. Through the School Network Program, Schlumberger has supported 245 schools with more than 260,000 pupils in 40 countries over the past 10 years. Over 2,700 employees, retirees, spouses and children from 75 countries of operation have registered to be SEED volunteers since 1998.

Pedro Arango, a teacher at Escuela Salvador Garcidueñas in Mexico City, says, “Because of SEED, we have a room with computers and new educational tools. I have experienced a different way of teaching and I have seen my students benefit and grow from it.”


Active learning complements traditional curriculums; it helps students learn by exploring science through a practical and results-oriented approach.


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“SEED teaches us how to think in new ways, to experiment and find the solution to a problem,” says José Ramon, a fifth-grade student at the school.

The program brings benefits not only to the schools it serves, but also to Schlumberger personnel. Employee-volunteers say that the program is enriching. “SEED has helped me grow, not only as a professional but in personal aspects too,” says Alejandra Barrera Segura, former SEED coordinator for Mexico. “The best way to describe it is that I have learned when I thought I was teaching, and I have received when I thought I was giving. This is the best part of my job.”


AT A GLANCE


Providing Access to Education in ChadA Schlumberger employee in Chad has built schools in his home village, transforming the lives of local children.

Limits on learningField specialist Beyamra Ounoumdon, working for Schlumberger in Kome, Chad, wanted all the young people in his home town of Koumra to have the opportunity to attend school. The two public schools in Koumra did not have the capacity to provide a basic education for all, and the USD 7 annual fee was more than some families could afford.

Initiating changeOunoumdon decided to take action to improve the educational opportunities in his community. Using his own money, he funded a primary and a secondary school to be built for children and young people aged 5 to 20.

The first four-classrooms for the secondary school, which opened in 2003, was built from concrete blocks with a weatherproof steel roof to allow classes to continue year round. The primary school was opened at the same time, but a lack of funds meant that it was built from wood with a thatched straw roof, which is less weatherproof. In addition, pupils took classes sitting on the floor through lack of classroom furniture. As a result, the primary school could not be used during the rainy season, which normally lasts three months. Limited space also meant that some students could not be taught in the primary school and had to attend classes in the secondary school after its students had finished their school day.

ChallengeChildren in Koumra, southern Chad, were not all able to attend school through lack of educational resources and inability to pay tuition fees.

SolutionSchlumberger employee Beyamra Ounoumdon built a basic primary and secondary school in the town. His efforts attracted the attention of his managers, who submitted a successful bid for funding from the Schlumberger Foundation. The local GeoMarket and Foundation funding totaled USD 175,000.

ResultsOunoumdon’s initiative has led to the building of four new school buildings with 12 classrooms. More than 1,250 young people are enrolled and are achieving improved examination results.

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Future improvements planned include the construction of a library, a laboratory, additional desks, and facilities for football, basketball, and volleyball.

Schlumberger Oilfield Services management in Chad were impressed by Ounoumdon’s initiative and recognized its value to the community so they committed USD 10,000 from GeoMarket funds and applied to the Schlumberger Foundation for an additional USD 15,000 to improve the primary school facilities.

Expanding opportunitiesThe additional financial support enabled a new concrete-block primary school to be built in 2006 and helped equip the classrooms with desks, chairs and educational materials. Ounoumdon was asked to provide a three-year plan in order to bring more stability to the development of the school. This resulted in a joint commitment of USD 150,000 for three years.

In 2008, further improvements were made to the school infrastructure including the construction of two additional school buildings, which provide three classrooms and an office. Solar panels were fitted, providing power for lighting in the classrooms. And drinking water taps were also installed. More than 1,250 young people are enrolled at the Koumra primary and secondary schools and are achieving good examination results. In total there are now four school buildings with 12 classrooms.

Since the primary school’s completion increasing numbers of students are applying to join––and all children wanting to attend are able to. Teachers’ salaries have been guaranteed, which ensures continuity and high standards among the staff. Where parents are unable to pay, fees are waived in return for contributions of materials needed to run the school. And the solid buildings mean that long-term closures are no longer necessary. “It was terrible to see how idle and isolated the children become during the rainy season,” says Ounoumdon.

Ounoumdon’s vision continues to grow. He has already formed a school football team, for which he has provided uniforms and equipment. Future improvements planned include the construction of a library, a laboratory, additional desks, and facilities for football, basketball, and volleyball. “I want these schools to be at the center of Koumra’s community. Now that we have robust schools in place, we can focus on developing academic achievement and athletics. I want these kids to do great things!” Ounoumdon says.


Bringing Science to Life A mobile laboratory brings practicing scientists to schools, youth organizations, and community groups.

Sharing knowledgeLab in a Lorry is a mobile laboratory that gives young people the chance to explore science through hands-on experiments under the guidance of working scientists.

Charles Jenkins, a Schlumberger Cambridge Research scientist, devised the original concept of a self-contained laboratory in the back of a lorry. His idea was to create an environment in which to bring real-life physics to young people and to give them the chance to experience science outside the classroom.

Initially funded through a partnership between the UK-based Institute of Physics and the Schlumberger Foundation, Lab in a Lorry has since attracted additional funding partners.

By providing young people with the chance to experience science in a fun and interactive way, the program hopes to spark a passion for science among students and to help inspire the next generation of scientists.

Mobile learning Launched in 2005 in the UK and Ireland, the Lab in a Lorry program is a fleet of three mobile science laboratories for 11- to 14-year-olds. These were created in three 44-ft lorries and were custom designed to provide safe and user-friendly laboratories. Each lorry has three distinct work areas.

Donning white coats, pupils board the mobile laboratory to carry out, with expert help, fun and diverse experiments intended to show science in everyday scenarios. Experiments focus on physics concepts such as resonance, stress and strain, and surface tension. Examples include challenging visitors to use sound to bend but not break wine glasses or water to extract oil from rocks.

Each laboratory can accommodate groups of 18 students and manage up to five groups a day. The groups are split into three teams, one for each of the laboratory areas. The teams decide the direction and pace at which they will explore their experiments, and typically spend about 50 minutes working on each.

Enthusiastic responseScientists and engineers from the Institute of Physics, Schlumberger, and other organizations, who volunteer to share their time, knowledge, and passion for science, staff the laboratories.

With at least one mentor to every six pupils, all the youngsters get to try their hands at experimental science and to think about the surprises and questions that arise.

ChallengeTo engage young people in science and technology in a way that encourages them to become the scientists of the future.

SolutionThe Lab in a Lorry program provides an opportunity to meet practicing scientists and to explore science through hands-on experiments under their guidance in a mobile laboratory.

ResultsThe program has reached more than 66,000 children and over 570 schools in the UK. More than 12,000 students have participated in the program in Angola.

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The volunteers’ enthusiasm and emphasis on positive teamwork during Lab in a Lorry experiments are notable. Their attitudes have an impact on the students as they gather excitedly around the laboratory equipment and start to think of how to approach their experiment.

Schools have noted that after a Lab in a Lorry visit students are more interested in science. For example, Carnoustie High School

in the UK reported that the number of pupils choosing to study physics increased from 38 in 2008 to 54 in 2009, and several of these said that the Lab in a Lorry was part of the reason for their subject choice.

On the roadLab in a Lorry travels throughout the year to visit schools, youth organizations, and community groups. So far, the program in the UK and Ireland has reached more than 66,000 children, over 570 schools have been involved, and the mobile laboratory has also attended events such as science festivals and county shows.

In 2007, the program was launched in Luanda, Angola. After an extensive feasibility study in collaboration with the Angola Ministry of Education, UNICEF, school educators, and the Angolan national oil company Sonangol, the program was adapted to fit local needs while maintaining the common feature of hands-on experimentation. Lab in a Lorry Angola rotates through three schools every six weeks throughout the academic year, thus bringing science experiments that have been selected for their relevance to the students’ curriculum and their daily lives. More than 12,000 students have participated in the program in Angola to date.

In the UK, the concept is to raise children’s interest in science. In Angola, that is still the ultimate goal, but the first step is to provide the students with what is likely their first hands-on experience with experimental science. The launch of the Lab in Angola is a step toward extending the program to other developing countries.

The volunteers’ enthusiasm and emphasis on positive teamwork during Lab in a Lorry the experiments are notable.


NOTE TO READERS:Case studies are one of the ways to communicate with audiences interested in Schlumberger practices with regard to some key societal themes which are encapsulated in our Global Citizenship framework. This approach is intended to help people understand and potentially make decisions on the basis of clear insights into our practices.

Our case studies seek to put performance and data in context while describing and illustrating our approach to societal issues. Our library of studies is evolving and will ultimately present a comprehensive and balanced picture for which we favor immediacy, frequency, consistency and momentum.

To qualify for a case study, an example must contain sound facts supported by clear data. It must be representative of the practices embedded throughout the diverse organization that is Schlumberger today. We welcome your feedback.

Schlumberger is the world’s leading supplier of technology, integrated project management and information solutions to customers working in the oil and gas industry worldwide. Employing approximately 100,000 people representing over 140 nationalities and working in more than 80 countries, Schlumberger provides the industry’s widest range of products and services from exploration through production. Schlumberger Limited has principal offices in Paris, Houston and The Hague.

Global Citizenship at Schlumberger reflects the diversity and integrity of our workforce. Drawn from 140-plus nationalities working in more than 80 countries, our employees embody the qualities of global citizens—maintaining high standards of behavior wherever we operate.

As a business and a community of individuals, Schlumberger is connected to global challenges that also impact our employees, contractors, suppliers, clients, shareholders, families and communities.

To guide our behavior, we have developed a framework that addresses these challenges while anchoring them in the bedrock that allows us to call ourselves global citizens—ethics and governance, health and safety, diversity and people development.

The Schlumberger Global Citizenship framework focuses on six issues chosen because they are the ones to which we can bring most leadership and best practice:

1) climate change2) environment3) driving safety 4) malaria 5) HIV/AIDS 6) education.

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