壳牌奖最佳员工奖：被梦想叫醒的人\/SCCA: Wake up with Passion and Dreams

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还记得2015年年末轰轰烈烈的壳牌奖评选吗？各个奖项最终在年会上花落各家，然而荣誉决不止于彼时。现在我们为大家带来壳牌奖系列报道的第一篇，让大家走近我们获得“最佳员工奖”的两位明星员工，了解他们的生活与工作，倾听他们的故事，看看“主动学习”、“自我成长”和“勇于创新”这三个主席奖关键词是如何在Nancy Zhang和Cliff Zhu 身上闪闪发光的。

7点45分，渝林的早晨比北京更冷，但对于长北人来说，新的一天，早已开始。长北项目操作组生产作业主管 Cliff Zhu，此刻正例行召集所有今天当班的操作员，开始当日的工作安排会议。安全问题要反复强调，操作流程要反复强调，近日工作中暴露出来的问题要反复强调，改进的方法更要反复强调。一线无小事，这一直是Cliff的信条。

此时此刻，北京正是早高峰，国际业务开发部Nancy Zhang的工作地点在北京第一高楼国贸3期里。电梯带着她飞速升到32层，在这里，她需要走过一个有开阔观景台的空中大厅，北京不雾霾的时候，她会习惯性地看一眼东边，离这里不远的东四十条附近，立着中石油和中海油的总部大楼，它们与Nancy每天的工作息息相关。虽然从国贸3期上看过去，并不能立刻分清它们到底在哪里，但这两位合作伙伴的存在感，却能让Nancy瞬间精神起来，一整天的紧张工作，从这一刻，就已开始了。

积累，让每一天都充实

“我是壳牌的毕业生员工，也就是大家所说的G-staff，四年前加入公司的时候，第一个岗位在合同与采购部门(CP)，我当时怎么也不会想到现在做的是国际业务开发（IBD）的工作。”岗位的转换背后是大量的业务知识和实务的积累，Nancy在CP一年半之后，轮岗到一体化天然气(Integrated Gas) 团队做中国天然气市场的战略分析。2014年创建IBD团队的时候，她从众多申请者中脱颖而出，成功的成为了这支直接听命于壳牌张新胜的“超能陆战队”中的一员。“回想起来，我确实一路都在学习，从每一天的工作中学，也向身边的楷模学习，而现在，我之前每一个岗位上积累下来的东西，恰好都派上了用场。”

 “一进入合同与采购部，我立马就发现采购可不是砍价那么简单，从几万块的小项目开始，我要一步一步地真刀实枪的学习谈判技巧。”回忆起过去几年里的工作，Nancy对自己在每一个岗位上的挑战与收获都记忆犹新。“后来到了IG，开始做完全不同的，非常扎实的后台工作。我要迅速学会怎么与咨询业打交道，怎么拿到最真实的数据，怎么去解读数据，怎么形成对行业的洞见。”而这一路上积累下来的谈判实务与数据分析技巧，最终在Nancy来到国际业务开发部之后，又全部派上了用场。

闪光，是厚积薄发的力量 

在“超能陆战队”IBD的日子可不是外人看起来光鲜亮丽那么简单。如果把壳牌比作一个人，IBD团队就是要帮助壳牌在中国找朋友，交朋友，还要把最亲密的战略合作伙伴带到国外一起做生意，这其中的互信关系不是一朝一夕，或者一顿晚宴一次会议就能解决的。对于Nancy和她所在的团队而言，要有投行人的眼光去选择项目，也要有咨询业的洞察来理解行业，还要有谈判专家一样的表达力，这样才能在面对合作伙伴时，有自信又有实力，最终交到气量相当、情谊长存的朋友。

在这样一支身边都是经验丰富、才能出众的前辈们的精干团队中，Nancy的积累与主动学习帮助她迅速成长。她不仅开始帮助壳牌寻找三桶油之外，那些曾被低估了的潜在“合作伙伴”，扩大壳牌在中国的朋友圈，也开始为一直很重要的三桶油编写内容丰富翔实、脉络清楚的“合作伙伴手册”，在壳牌于中国的能源巨头之间，寻找全方位的、长远的合作机会。

Nancy(右二）与IBD团队

因为有“她”，所以有“我”  

“我一直都记得自己刚到壳牌的时候非常非常地Shy（害羞）， 当时我在CP的导师不断的鼓励我，还一步一步的带着我去和供应商谈判，直到我可以干净利落的独当一面。我也还记得刚进IG的时候，天然气开业务部总经理石晓丽女士跟我说，Nancy，你要做的这份工作可能会非常的枯燥，但只有走出这种枯燥，你才能看清楚你所在的这个市场和这个行业。而现在，无论我是在外部会议上与潜在合作伙伴沟通，还是在办公桌前从抓数据、写报告，我都能感受到当年的那个自己，还有这一路上良师益友们的教导和陪伴。用现在心灵鸡汤的说法，我是真的谢谢那时自己的努力和不放弃，因为有“她”，才有现在的我。”

哪里有挑战，哪里就有进步 

2013年Cliff加入壳牌，进入长北项目组，任生产作业主管（Operation Supervisor）。当时，他面临的一大未曾经历过的挑战，并不是来自工作本身，而是所处的合资环境。在他的团队里，有将近90名来自中石油的操作和维修技术人员，在中石油长期的垂直化管理体系下，这些一线员工执行力强，但有时会缺乏壳牌同事那种强烈的工作责任心与上进心，如何激励团队，如何保障每一位团队成员都能更加尽心尽力的完成工作，这给Cliff的“领导力”提出了新的挑战。

在一线，领导力首先来自于扎实的专业技能和素质。“在壳牌，我们可以通过内网或者Shell Open University平台找到自己所需要的各种学习资源，也不断的有学习项目来推着自己前进。”以上游业务在全球范围内正在重点推进的FLBM(frontline barrier management)课程为例，Cliff是中国第一也是目前唯一一个完成FLBM而获得FLBM英雄的奖励的壳牌员工。而几乎同时，他还加入了LoT (Leader of Team)的培训项目。这一门课程的许多方法论和概念，正好能够在应用在一线环境中，帮助Cliff更好的带领团队创造业务佳绩。

不接受创新的挑战，又何来创新的硕果

除了主动、有效的自我学习、自我提升，壳牌奖还鼓励员工们的创新精神。在长北项目团队获得2014年上游UI Impact大奖的LEAN项目中，整个团队借助Mobile Test Separator （MTS）这一现场可得的设备，通过优化操作流程，改变携液井内水压，先疏导水，再产气，最终实现携液井的提产。就这一项简单的流程创新，当年就为长北天然气增产12%！

但创新背后也意味着承担风险。操作流程的优化不是一个人或者一个团队就能做出的决定，无论是Cliff所在的生产组，还是同在长北项目的地下组、井组，每一个团队都需要改变自己的思维定式，花费额外的精力，去做更多的测试，克服研发的困难，改进现行的技术。Cliff选择了勇敢的拥抱创新及其背后可能的风险，长北选择大胆的尝试，而最终创新为整个项目带来了持续的业绩收益。“主席奖对创新的肯定，其实也是给整个长北团队的。”Cliff说。

每一天，被梦想叫醒 

2015是设立壳牌奖的元年。Nancy和Cliff所做的工作各不相同，每日面对的挑战、收获的成就感也大相径庭，然而，他们共同分享了第一届壳牌奖最佳员工奖。从他们的经历中，我们看到同样的勤勉努力，看到同样执著于进步的精神，看到同样勇于创新的力量，也看到这样的日复一日的积累、厚积薄发的创新之后，满满的收获。

祝贺Nancy与Cliff，也祝福每一位每天早上，被梦想叫醒的壳牌人。

Employee of the Year: Wake Up with Passion and Dreams

At 07:45 am, Cliff Zhu starts his new day with a daily meeting attended by frontline workers in his team at Changbei Project. A born optimistic and blissful man as he is, Cliff remains extremely serious, or even solemnly in such sessions. Safety reminders, operation head-ups, as well as issues revealed in last shift have all been reiterated again, to fuel the whole crew for a bright new day’s hard work.

At the same time, thousand miles away from Changbei, Nancy Zhang in International Business Development team is on her way to office, whose building is located in CBD of the busy Beijing City as the landmark. There is a sky-corridor with large French windows on the 32f of the building where Shell office lies. When passing-by, Nancy would unconsciously glimpse to the east, and somewhere adjacent there lies the equivalent skyscraper as headquarter of CNPC and CNOOC, two of the most important national oil companies in China. That’s the very moment awaken Nancy. These two key partners have everything to do with her daily job and the feeling of their existence energize Nancy’s new day.

Every Tiny Step counts

“I joined Shell in Contract and Procurement team as a G-staff. After 18 months, I successfully transferred to Integrated Gas department to analyze China LNG Market. All along the journey, I have never thought that I would end up here in IBD now.” In 2014, Nancy made herself standing out from many other candidates and succeeded in winning her position in the newly founded IBD team, an elite small group directly reported Mr. Zhang Xinsheng, Shell China Chairman. “I was trying everything I can to learn more in each of my role, and if looking back, I did feel that all those I have absorbed  in my previous positions, can be put into real practice today.”

Ready to Shine

IBD is a crucial team in Shell China, designed to help Shell make good Chinese friends and eventually bring such benign cooperation abroad to flourish the real strategic partnership. Core competences required in such a demanding team can be found in job descriptions of a invest banker, or senior energy consultant or business negotiation master. And lucky as Nancy is, she found her place in such a highly competitive team.

Nancy with IBD team

Proactive learning fuels fast growth. Nancy made her difference in this arena. She expanded the partnership-search radar from top tier NOC to equally competitive 2nd tier candidates. Meanwhile, consolidated and tailor-made partnership manuals are developed to CNPC and CNOOC respectively so that Shell leaders can best prioritize their efforts when engaging their counterparts. Future opportunities start to loom over from the horizon.

The past shapes the future

 “I was very shy when I first came to CP, and my coach gave me every support I need and enormous encouragements. He guided me in negotiations with vendors till I could finally handle it on my own. And I could also remember when I first GTKU with Xiaoli, GM IG, she pointed out sharply to me that” Nancy, I’m offering a really “boring” job to you but if you could live up with such boredoms, you can see the whole industry.” Nancy retrospected,”and now, when I’m dress up for an external conference, or bury myself behind the desk to write the reports, I could still see that Nancy and all those great mentors that have guided and inspired her. I’m really grateful to those kind people who have helped me all the way to now, and also, I should say thank you to that little Nancy in the past. It’s her perseverance in learning and self-growth that turns to a brand new me now.”

Challenges are where growth starts

Cliff joined Shell Changbei Team as Operation Supervisor in 2013. The biggest challenge for him at that time didn’t come from the job itself, but from the complicated joint venture working environment on the frontline. There were around 90 frontline workers from CNPC in Cliff’s team, who have been very familiar  with the high-pressured top-down authority NOC management style, instead of the Shell-Way. Cliff needed to “tailor-made” his management skills to better inspire the team to achieve excellence.

On the front line, leadership andtrust first come from the solid professional skills. Cliff never stopped his self-driven improvement, with the help of the comprehensive Shell learning system. In the Frontline Barrier Management (FLBM) training, he is the first and the only Chinese who have fully completed the course and thus awarded as the FLBM Hero. Meanwhile, he joined the Leader of Team program, where he found insightful concepts and methodologies he could apply in his daily job to fuel the delivery of his team.

Innovation comes after hard work and resilience

Innovation is another encouraged behavior under Employee of the Year theme in Shell China Chairman’s award. Project LEAN in Changbei team, leading to the UI Impact Award in 2014, was an example of how the team cooperated to bring out innovative approach to solve the liquid-carrier-wells issue and increase the production. By applying the upgraded operation procedure and with the help of the accessible little gadget called Mobile Test Separator (MTS), the gas production increased 12% in 2014. 

If looking closer, the risks associated with innovation could be found before the harvest. In Project LEAN, many staff and teams need to adapt their way of working, contribute their extra time and energy for re-adjustments in operation procedure, or even re-alignments in KPIs. Also, there is always the shadow of failure. However, Cliff, and the Changbei Team chose to face the challenge with the brevity, to test great ideas and to support each other and work together for the ultimate goal. “In this sense,” Cliff said in a very charming eastern modest way, “SCCA recognized the innovation DNA in Changbei Project team through this Employee of the Year award.”

Wake up with passion and dreams...ever day

The year 2015 witnesses the first launch of Shell China Chairman’s Award. Nancy and Cliff shared the glory of Employee of the Year, regardless of very different daily work they were faced with every day. It’s the same self-driving growth, the consistent pursuit to learning and the inspiring spirit of innovation that can be found in both of them that lead to the award, and more importantly, the harvest at the end of the day.

Congratulations to Nancy and Cliff. And all those in Shell China who wake up every day with passion and dreams.