 Rwy'n meddwl, hanes y FPNCIO o'r ffuntiwg global yw Shell International. Mae'r ffuntiwg Shell yn 1979 i'r ffuntiwg IT. Mae'r ffuntiwg wedi'i ffuntiwg i'r ffuntiwg i'r ffuntiwg i'r ffuntiwg i'r ffuntiwg i'r ffuntiwg i'r ffuntiwg i'r ffuntiwg i'r ffuntiwg IT. Bydd favourite mae'r ffuntiwg o'n astud o'r ffuntiynau globalion i'r ffuntiwg songwr.ILวad y 당, gallwn oghmapsdiad y Llywodraeth yn Clearwyd. ac mae'n ddweud hefyd. Aberdeen, bod yn bwysig o'r oedol, ac Gwbarn, mae'n ddweud, mae'n cymdeithasol, mae'n cael ei chael, mae'n cymdeithasol, mae'n cael ei wneud cyffredig o'r gweithgwyr. Roedd yng Nghymru yn ymhobos a'u ddaeth i gael i'r gweithgol a'r bwysig o'r ddefnyddio i ddweud hefyd I miss the bit of the... Garlwst iddo. In case we have an evacuation now where we could go, so hopefully you caught a little green signs in your head. One thing I like to reflect on is, is something not working? You dropped it? I dropped it. Fortunately I have got a loud voice. Yes, you're doing well. There you go sir. I can pocket, maybe. I was recently in San Francisco for a week ..yneb yn gweithio rhai o'r siflirau. Byddwch yn gweithio'r bwysig yma y sôn o'r llyfr yng ngwynhau. Ac rwy'n rwy'n gweithio'n gwisio'n gweld iawn. A'r llyfr drwy'n gweithio'r bwysig mae'n yn ei dweud o'r wych... ..yna'r tymeth yn gweithwyr ac rwy'n gweithwyr.. ..yna'r ffordd o'r gweithwyr. A'n cael ei wneud yno'r tymeth yn gweithwyr yng Nghymru.. ..idw'n cael ei ddechrau i'w cwyl yn gweithwyr. Mae cerddwydd wedi chi'n gweld y data Cymru i gyd yn adeiladu mai gynnwys rhan, wedi'u'n gwybod addysg gyda chi wedi'u cyhoeddiog. Felly ond gwelio eu cyhoeddiogol yn ei sgiliau o rhan a gwiswch, ac rhai cael ei ddweud o gwasanaeth. Mae'r cyhoeddiogol wedi'i cael ei ddweud rhan i chi, byddai'n gwybod am y ffordd y gwirionedd neu ymgyrchu i ddweud ac ydw Ie corresponding. Ond byddwch yn ddiddordeb arall, felly if you can't get your fundamentals working well, you can't liberate resources to do the real stuff which will give you competitive ad or move up vertically. The other thing I was really delighted to hear, I was thinking about myself, well I'm very close to retirement. It's very easy to step out of the company, actually do some interesting stuff. So perhaps a few light bulbs for me to start my own business. I've also had the privilege of being in this business for about 40 years. I still remember the first computer I worked on was a 75, it was a cyber from the CDC company. It was half a megabyte memory, so it looked a bit like the 5 megabyte drive you saw early on in the picture. We had an immense big hole air conditioned and that's where this big machine sat. So needless to say that I have seen an enormous change and I talk to younger people today. I say change is not something of the last five years has been with us for the last 40 years and that makes it very exciting to work in. In my capacity as Global Functions CIO, I look after 20 functions in Shell. They're all globally organized and IT actually is one of them and it's the largest. So when I joined or went into my role, I quite quickly bumped into Carl von Zeeland, our lead architect. He had this vision and said to me basically, Hans, can you support it? Because I think we've got a great gap to fill here. He had a very convincing story and so since 2011 I've had the privilege to support him and the early work on this. I'm personally very excited about that we are now at the stage that we can launch a forum because my belief is that we need more parties to contribute to what I think is going to be essentially a very important pit of standardization work. We need to have it. I'll come back to that earlier on. Or later on, sorry. We didn't quite start in 1911, by the way, it was 2011 Chris. It did take some incubation time to get where we are. A full century, I think. Good. I will give a bit of context. I'll tell you a bit about Shell and IT in Shell to, I guess, make the business case for us a bit alive. So bear with me. I'll take a few minutes to talk about Shell. And in case you would decide to either sell or buy Shell stock after my story, you're on your own. That's what it basically says. It's a waiver. I will not give you the time to read it, but believe me, we need to put this in. So what is Shell? I hope to acknowledge it will work. It does. Shell is effectively it's got two parts, an upstream and a downstream part. For those who are not familiar to the old company, it starts with looking for oil and gas, developing it, exporting it, and then it goes into the downstream world where we're talking about transition, transport and bringing it to the market. A simple picture, quite complex business, if you think about the fact that we drill wells in 2,000 to 3,000 depth of sea. We put big installations in place and suckling the cyber area. And I'll talk about some of our innovations later on. So that's Shell and not Shell. It is truly a global organization, as you all will know. We employ about 87,000 people, actually all our payrolls, if we would actually count all the people who actually work for us, we're probably more than a million. And we have a tradition of working through many suppliers and we'll continue to do so. So that's also the case with IT, by the way. Two thirds of our labour force are from suppliers and probably even a bit larger. I would like to focus on the 1.3 billion we spent on R&D. We believe we only have a competitive place if we can actually keep innovating in the area where we're already working. And we have got a pretty decent track record, if you think about it. We were the first to do LNG any big way. LNG is about liquefying a fraction of gas, then transporting it to the market. We were the first to do deep water drilling, and so we went into the Mexican Gulf as one of the first players. And recently we've gone live with a big GTL plant, which is converting gas into liquids again at first. That's only possible if we actually invest significant dollars. IT plays a quite a specific role in there, and we have actually got a separate department doing innovation work, so they're not hindered by the rest of our organisation as it were. That's a bit, by the way, which is intellectual property. We will not put in any kind of standard. That's where we want to compete. But the lion's share of our IT business is non-competitive and just good table stakes. The last thing I want to say about these statistics is 3.3 million bells of equivalent per day. Half of that actually is gas these days. It's probably around 3 or 4% of oil production, so it's not that big, but still significant in size. Some people think of us as a sunset industry, and here's a clear link with, I think, Magnus. If you just look at some of the statistics presented here, in 2050 we'll have 2 billion extra people on the globe. We will have probably twice the number of vehicles. A lot of people are not using energy these days or not substantially. We'll move into the next stage as well. So that will mean that we will double energy consumption in this span of period. We would have to meantime have our COT emissions to keep the environment sober or clean. And we'll have to become twice as efficient. Of course renewables will play a place, and God knows what else. Think about a little bacteria. But hydrocarbons will take a significant share of that if you just look at the extrapolating our demand. So we're very much, I think, a crucial player in a sector which is going to be very important for the future of the world economy. And quite a big challenge which will require a lot of out-of-the-box thinking. So how does IT for us sit in Shell? Probably again a few statistics. Needless to say that IT for IT in Shell is business in its own right. We spend about $4.7 billion a year on IT. And you can see from the statistics how sizeable the landscape and applications we look after. And the story behind all of these data. I just want to give you a sense of how important IT for IT is for Shell. Because it's significant amount of money. And of course we have a reliant as well. Just to pick up one figure, we have 8,000 applications. 500 of them are business critical. Which means that they're out of business for more than four hours. Something stops. So it's obviously a lot of attention to make sure that we start up within a few hours when we actually have a problem. I think the 20,000 virus attacks per day is also interesting statistic. Just to highlight the challenge we have in that space. And it's not only virus attacks we're subject to. So again I think an interesting statistic. So what are the key challenges in this world? And just pay your attention to the picture in the background. Which is the sprawling city of Mexico. And probably an example of what happens if you lose control of your asset base. And that's why I've chosen that background. If you look at the key challenges increasing demand and growing asset base we run about 1,000 projects per year. You imagine every project potentially adds infrastructure, adds middleware, adds licenses. So that by itself is a big challenge. A rapidly advancing technology, you've heard a lot of this disruptive technology which is a word I'm not allowed to use anymore since I've listened to Marcus this morning. But anyway, your cloud services, mobility, consumerisation, things of internet. Think about the in-memory computing. There's so much happening at the moment. So the landscape is changing dramatically. Increasing number of players. If you look at the number of suppliers we were working with 10 years ago. Actually our core system has got 12 suppliers. We see that rapidly expanding to all sorts of people. We've also got a value proposition for the company. And the business has become increasingly dependent on our services. So I already mentioned the example of the 500 business critical systems. I don't have to say much about increasing risk including cybercrime. You can read about that every day in the week. Business requires rapid deployment. It's interesting that we have increasingly IT aware community in the company. We basically demand that we respond as an IT function quickly. Otherwise they'll go out and buy their own solution. And that's the beginning of a disaster thinking about the sprawling city. Actually we have quite a number of business managed applications and obviously we're paying a lot of attention to that. And then probably last but certainly least the increasing cost pressure. Under this growth we see a huge growth or significant growth of our base cost. We've taken a lot of costs out over the last 10 years but in spite there of the base cost rise actually overwhelms that. And as the company is not prepared to spend more than a particular limit it starts crowding out our investments. So we need to think about the clever way of bending the base cost curve and making sure that we continue to invest as well. This points at a huge integration problem is the way I would say it. I think GeoGurria has given a very elegant example of the connections you have to make in this world. It's interesting that ironically I would almost say that we've invested in big ERP platforms for our business with a full integration proposition. However for IT we have not put any solution in place. So we're still working with spreadsheets and all sorts of loosely connected applications struggling to make sense of the end-to-end lifecycle of our IT products and services. Shell's IT strategy in very simple terms has three bands. One is about delivering business outcomes. The three pillars in that, the technology bit which is very much the property stuff where we really want to make a difference. Think about processing of seismic data etc. Of course we want to deliver our projects successfully. And we want to drive value with our existing platforms. And of course it's a lot about data and process analytics and so on. At the end of the road the fundamentals are all around making sure we have reliable and secure systems. And you should actually probably add affordable to that as well. And then we cannot do that without people, partners and a community. We have as I said already 12 eco system partners. And I see this as a community as well. Which will be complementary to what it is we're trying to do. All in all I would say that we're taking much more of a portfolio approach than we have had in the past. We used to look at investments and then looking after them when they sort of matured. We're now looking at our portfolios per function and per business to make sure that we see the cost of value and the risks looked after properly. Which means that we make a new investment. We also need to take stuff out otherwise we can't manage our base cost. So that brings me to my last and probably most important slide is what's the case for action in terms of launching this IT for IT forum. And I always think that pictures tell a lot about where it is we want to go. If you think about a scrolling city that's not where we want to be because that's uncontrollable. We want to get to a neatly organized town in which we have full control. Think about overall cost value proposition also security. So we fundamentally believe that most of the work we're doing IT doesn't give us a comparative edge. And so it makes a sense to share what we are doing in this space with other companies. And so we have started on that journey in 2011. We believe that if you look at the little red diagram it actually describes in simpler terms what a management system would look like through the full life cycle. It's going to be adamant that we have full visibility of cost and for those who have been involved in creating that in our business you know how difficult it is. Probably even more importantly we need to know what value effectively our applications deliver. And then we've got also this performance reliability and security challenge. So creating a management system around this we believe will be a great value proposition not only for us but for many in the room and we're very pleased to see a number of parties already voting where their feet. So in summary standards will help us mature our industry and deal with the new challenges which I described to you. It will create a common language so we can share best practices. It will further advance our professionalism. And of course ultimately and somebody was asking me to how long will that take we will have a common platform so if we have the service provided or we buy a bit of software it all fits in what we already have so we don't have to worry about integrating at all. That's probably a vision which will be five or ten years ahead but I think the benefits of getting into this open dialogue I see will be quite immediate. And so I'm really looking forward entering the dialogue with yourselves and really invite you to participate in this forum because I cannot see how you can do with that and frankly or you could keep trying to find your own solutions and I suggest that getting into this arena together with other companies that would be of great benefit to your companies as well. So thank you for that.