Table of Contents
Chairman’s Letter 1
Worldwide Fleet Distribution 2
Noble’s operating locations and Management System
Certification levels around the globe.
About Noble Corporation 5
Key information about the Company,
HSE management system and structure.
Responsibility to Our Workforce 9
Noble’s highest responsibility is to our workforce through recruiting,
retention, training and development, rewards, safety and health and wellness programs.
Responsibility to Society 15
To preserve the environment for future generations, Noble
works to continuously improve our environmental performance.
Responsibility to Our Customers 21
Noble is dedicated to helping our customers find and produce
oil and gas safely and cost-effectively.
Responsibility to Our Shareholders 25
Successful execution of our financial policy and business strategy
allows Noble to add value for our shareholders.
Data Tables 30
Third-Party Certifications, Safety Statistics and
Environmental, Recycling and Safety & Health data
The Noble Gene Rosser and the Noble Ronald Hoope won the 2006 Chairman’s Award for the
Western Hemisphere and Eastern Hemisphere, respectively. The annual award is presented to Noble
rigs that achieve outstanding results in operations and health, safety and the environment.
Crews on the Noble Gene Rosser, a jackup rig contracted with Petróleos
Mexicanos in Mexico, had worked 3,547 days without an LTI and 3,015
days without a recordable incident at year-end 2006. The rig posted a 100
percent employee retention rate in 2006 and successfully maintained its
certiﬁcation to the International Safety Management (ISM) Code and
recertiﬁcation to ISO 14001:2004.
The jackup Noble Ronald Hoope is contracted to Gaz de France in the
North Sea. By year-end 2006, the rig had worked 1,986 days without an
LTI and 1,365 days without a recordable incident. The Noble Ronald Hoope
achieved crew competence of 100 percent and turnover under six percent,
one of the lowest turnover rates in Noble’s North Sea ﬂeet. In addition, the
Noble Ronald Hoope iscertiﬁedtoISO9001,ISO14001andOHSAS18000.
When we published the ﬁrst Noble Sustainability Report in 2002, such
reports were somewhat novel. At that point, many companies expressed a
“wait and see” attitude — with some wondering if the cost of publishing a
report would be balanced by the beneﬁts of increasing transparency in this
important area. Still others believed sustainability reporting was a fad that
would soon fade.
One of these assumptions is true and the other is not. The beneﬁts of
producing this report far outweigh the costs and, in my view, sustainability
reporting is here to stay. At Noble, we believe measuring and monitoring key
sustainability indicators gives us a powerful tool for improvement. At the same
time, disclosing our sustainability results helps the investing public make
informed choices about Noble, armed with more than just knowledge of how
much money we earn but how we go about earning it.
In reading our report this year, you will note several examples of where we tried new ideas and concepts,
some of which were not successful. At Noble, our goal is to create and maintain a culture where continu-
ous improvement is measured not by the number of ideas implemented, but rather by the number of ideas
generated and tested. No thoughtful idea or concept tested is ever considered to be a failure at Noble.
As a result, we made progress in improving the safety of our employees, protecting the environment
and positioning the Company for future challenges. No single program, policy or practice drove these
results. Instead, our culture instills safety as a value, considers environmental stewardship a top priority
and focuses our attention on long-term results.
While recognition is not our motivation for developing this approach to sustainability, our efforts
were widely noted by others in 2006. Once again, Noble is proud to be listed on the Dow Jones Sustainability
Index. The publisher of Occupational Hazards magazine honored us as one of “America’s Safest Companies.”
Within our own industry, we received the OEAA Health, Safety and Environmental Award.
Beyond awards and accolades, however, Noble employees everywhere can share in the pride that
comes from a job well done. We serve our customers, our investors and ourselves best when we focus on
delivering outstanding and sustainable safety and environmental performance.
Looking ahead to 2007, we have reafﬁrmed our commitment to safety. Likewise, Noble employees
worldwide remain focused on minimizing the environmentalimpact of our operations. As a result,I am conﬁ-
dent we will continue to make progress in terms of both safety performance and environmental protection.
Mark A. Jackson
President, Chief Executive Ofﬁcer and Chairman of the Board
JU SS P
ISO 14001 SP
DS Drillship JU Jackup
P Platform SS Semisubmersible
SP Shipyard Project S Submersible
& Management System
Management System Certiﬁcations
Noble proactively and voluntarily seeks certiﬁcation to the highest international standards for
quality, environmental, and occupational health and safety management. These third-party
certiﬁcations ensure that Noble operates to the highest standards, continually improves
performance, lowers our business risk and heightens customer and shareholder conﬁdence.
“At Noble, people
can and do make a
is the Drilling Superintendent
for two premier semisub-
mersibles in the Gulf of Mexico,
and the namesake of a semi-
submersible working in Brazil.
His success since joining
Noble’s land operations as a
ﬂoorman in 1981 comes down
to his ﬁt with the Noble culture:
People who perform are recog-
nized. “You are allowed to make
decisions and grow from them,”
he says. “You can work within a
team and still be responsible
Noble is a leading provider of diversiﬁed services for the offshore oil and gas
industry. The Company’s ﬂeet has grown from one land rig in 1921 to 62 mobile
offshore drilling units around the world.
Noble’s place in the energy industry
The demand for oil and natural gas grows every year, and drilling wells is the
predominant method for ﬁnding and extracting these resources from the earth.
Noble supplies the people, equipment and technology that exploration and produc-
tion companies need to locate and access hydrocarbons.
Noble’s ﬂeet comprises 13 semisubmersible rigs, three dynamically positioned
drillships, 43 jackups and three submersibles. About 86 percent of our assets are
deployed in the Middle East, India, Mexico, the North Sea, Brazil, and West Africa.
Our international presence has grown by 93 percent since 2000.
The ﬂeet count includes three enhanced premium newbuild jackups and four
semisubmersibles that are under construction and scheduled for delivery between
the second quarter of 2007 and late 2009.
Health, safety and environmental management
Noble has a comprehensive Health, Safety and Environmental (HSE)
Management System to ensure that our policies are planned, implemented and
managed effectively, and that they comply with all applicable local, state, federal and
international laws and regulations. The HSE Management System is available on
CD and the Company intranet, so that employees can easily access corporate and
division policies, procedures, standards and best practices.
Noble’s health, safety and environmental performance is crucial to our ability
to conduct business around the world. As such, the Noble Board of Directors plays
a key oversight role in HSE by monitoring our performance and endorsing our
HSE policies, practices and programs. The Chairman of the Board is an active
member of Noble’s Health, Safety and Environmental Committee, along with
other key Noble senior management. The HSE Committee performs a quarterly
review of HSE metrics, initiatives, progress, results and areas for improvement.
This committee focused on Noble’s back-to-basics approach to safety in 2006.
Noble’s audit plan provides additional oversight. Audits help Noble ensure
that all levels of our organization comply with corporate policies and procedures;
government rules and regulations; and international regulations and standards
such as ISO 14001, ISO 9001, OHSAS 18001 and the International Safety
Management (ISM) Code.
The audit plan includes formal, regularly scheduled rig audits by division
management, as well as informal audits that occur daily on our rigs. Noble corpo-
rate management’s goal is to audit every division once per year to ensure that they
are adhering to our corporate standards. Audits in 2006 focused on assessing
compliance with policies and procedures such as Job Safety Analysis (JSA) and
Permit to Work. Based on our audit results, we are continuing this approach.
Noble named one of “America’s Safest Companies”
Occupational Hazards magazine selected Noble for its “America’s Safest
Companies” honor in 2006. We joined DuPont, Alcoa, ExxonMobil,
Motorola, Frito-Lay and other companies recognized as the nation’s corpo-
rate safety leaders since 2002.
To be considered one of America’s Safest Companies, organizations must
demonstrate their support of the concept that safety is essential to business
success. Selection is based on support from management and employee
involvement; innovative solutions to safety challenges; injury and illness rates
lower than the average for their
industries; comprehensive safety-
related educational programs for
employees; evidence that preven-
tion of fatalities, injuries and
illnesses is the cornerstone of the
safety process; good communica-
tion with workers about the value
of safety; and a way to substantiate
the beneﬁts of the safety process.
The Offshore Energy Achievement Awards (OEAA)
highlight outstanding contributions of the offshore indus-
try to the culture, community and economy of the world.
Noble won the Health, Safety and Environment Award based
on improvements in our safety performance in 2006
compared to 2005 andourlong-standingcommitmenttoHSE
Noble achieved our best safety performance in 2006 while
working the highest number of hours in our history and adding
522 new employees. Training, a focus on safety fundamentals
and vigilance enabled Noble employees to record only two lost
time incidents in 12.7 million work hours in 2006.
Panels of recognized industry subject matter experts reviewed
all applications for OEAA recognition. As one of the three ﬁnal-
ists in the HSE category, Noble presented our performance and
how we achieved it to a panel of judges representing more than 700
years of industry experience.
In recent years, Noble has won the Safety in Seas Award from
the National Ocean Industries Association and the inaugural Robert
W. Campbell Award sponsored by the National Safety Council and
ExxonMobil. Third-party endorsements such as these increase our
conﬁdence that our safety philosophy and ongoing strategy to integrate
HSE standards with business objectives are valued by our
“My U.S. Coast Guard
training applies directly
to my job at Noble.”
came to Noble with U.S. Coast
Guard experience and a bach-
elor’s degree in ﬁnance. Her
military background included
small-boat search and rescue
and oil spill and hazardous
materials response, making the
offshore sector a natural career
choice. The discipline and
training in marine safety, vessel
inspections, meteorology and
oceanography she brought to
Noble helped Birdsong adapt
to Noble quickly.
to our Workforce
Noble’s highest responsibility is to our workforce. We provide training and
development opportunities to help our employees excel as individuals and as
members of customer-focused teams.
Noble employed 6,336 men and women worldwide at year-end 2006, a record
in our 86-year history. This includes 1,753 contract workers on our rigs. We hired
522 new employees during the year to staff our operations to meet customer needs.
We employ people from more than 45 countries, including Brazil, Canada,
Mexico, the Netherlands, Nigeria, Pakistan, the Philippines, the United Kingdom
and the United States. To ensure that our vibrant corporate culture endures as our
workforce grows, Noble emphasizes the importance of “The Noble Way” with
every worker, regardless of nationality, native language or work location.
High standards for recruiting
Over the next few years, Noble expects to hire about 4,500 workers, the equiv-
alent of three new employees every day. We face the same hiring challenges as our
drilling industry competitors, the oilﬁeld services sector and our customers as
upstream activity increases along with global energy demand.
In 2006, we stepped up our existing program to recruit former and transi-
tioning mid-career military personnel by hiring military recruiters, visiting transi-
tion centers and advertising in targeted publications and web sites. In recent years,
these disciplined, highly trained and technically adept individuals have accounted
for approximately 10 percent of our new hires. We now employ workers trained in
the U.S. Navy, U.S. Marine Corps, U.S. Air Force, U.S. Army and U.S. Coast Guard.
Successful retention strategy
The personnel turnover rate in our ﬂeet worldwide was under 10 percent in
2006, which is exceptionally low in light of the tight labor market. Among other
initiatives, our retention plan, targeting employees at various levels of operations,
contributed to our success in this area.
Signiﬁcant safety training effort
Noble clients can depend on us to operate safely, in large part because of the
Total Work Hours
(in millions) safety and operations training we provide our employees. In 2006, 4,760 employ-
13 ees worldwide completed Noble and third-party training and development courses.
New rig workers leave the Noble Training Center in Louisiana with 33 certiﬁ-
12 cates for completed training, including the IADC RigPass and WellCAP designa-
tions. During the course of a year, experienced operations employees have the
opportunity to take additional safety and operations training.
Noble launched a rigorous Supervisor HSE Awareness course in 2006. A
total of 147 employees with supervisory responsibilities attended the seven-day
10 workshop in our Louisiana training facility. The curriculum includes in-depth
2004 2005 2006
safety and operations classes.
Because high activity levels create advancement opportunities, we focused on
developing staff who are moving into management and leadership roles. The
Company launched a First Time Supervisors Course to teach new and potential
managers the skills they need to build and retain strong crew members. The course
covers the supervisor’s role in safety; delegation; discipline; motivation; coaching
and mentoring; problem-solving and decision-making; communication skills; team-
building; diversity; performance appraisal; conﬂict resolution; and planning and
management. Employees throughout our global operations attended the course
Employees worldwide participated in Noble’s teambuilding training in 2006.
The course strengthens relationships and improves performance through better moti-
vation, communication, support and trust.
Safety Leadership Workshop (SLW) remains the cornerstone of our work-
force development efforts. The theme of SLW, attended by 2,461 employees world-
wide in 2006, was professional excellence. The workshop series was held for the
ﬁrst time in our West Africa division, training 620 employees in the fundamentals
of HSE performance improvement, management and leadership. It was also held
for the ﬁrst time in the Middle East and India and in the Portuguese language for
non-supervisors in Brazil.
Noble’s Competency Assurance Program is designed to assess and verify an
employee’s competence to perform his or her current job and readiness to advance
to the next position. It provides a process for documenting evidence that an employee
is ready for promotion, knows the requirements, can accomplish the required tasks
and demonstrates needed skills. Our Competency Assurance Program is fully
implemented in our Europe, Gulf of Mexico and Canada operations, and is in
various stages of implementation in other regions.
Back-to-basics approach to safety
Noble’s safety performance in 2006 Noble Worldwide Incident Rates
improved signiﬁcantly compared to 2005, even Lost Time Incident Rate (LTIR) and
while our employees worked 862,757 more hours Total Recordable Incident Rate (TRIR)
(Incidents per 200,000 hours worked)
year-over-year. We recorded two LTIs and 49
recordable incidents in 2006, compared to 15 5
LTIs and 69 recordables in 2005. For the 13th TRIR
consecutive year, Noble’s safety performance
was better than the industry average, as meas- 4 LTIR
ured by IADC.
Noble completed July 2006 with no record-
able incidents, while posting more than
1,000,000 work hours. This accomplishment 2
demonstrated that we can work without safety
incidents. The challenge now is to sustain injury-
free performance. 1
We reduced our incident rates primarily
through a back-to-basics approach to safety and 0
93 94 95 96 97 98 99 00 01 02 03 04 05 06
a focus on core programs such as Safety Training
Observation Program (STOP™), Advanced
STOP™, Job Safety Analysis, Permit to Work
system and pre-job planning.
Our approach included a review of the
crucial role of Safety & Training Supervisor (STS). Worldwide Lost Time Incident Rate
The job was refocused to provide more on-the- 2.5 (Incidents per 200,000 hours worked)
spot safety supervision on our rigs. The STS is
responsible for being a visible supervisory HSE
presence on Noble rigs, assuring conformance
to our HSE management system and perform- 2.0
ing all HSE training, among other important
duties. We believe that standardizing this role Noble
across the ﬂeet will be a powerful tool in bringing 1.5
Noble closer to being an injury-free workplace.
During the year, Noble standardized on the
Det Norske Veritas (DNV) Systematic Cause
Analysis Technique (SCAT) for root cause analy-
sis to ensure a consistent method of analyzing
recordable and high-potential incidents. The 0.5
SCAT process leads investigators through steps
to determine the immediate and basic causes of
93 94 95 96 97 98 99 00 01 02 03 04 05 06
Our Brazil, Canada, Europe, Gulf Coast and
2006 Lost Time Incident Rate by Region West Africa divisions recorded no lost time incidents
(LTI) during 2006. Remarkably, six Noble rigs have
IADC - Offshore now worked over 10 years without an LTI. They are
0.40 the Noble Max Smith, Noble Johnnie Hoffman, Noble
0.35 Lewis Dugger, Noble Sam Noble, Noble Ed Holt and
0.30 Noble Chuck Syring.
0.20 Regional safety programs
0.15 Noble divisions share best practices during an
0.10 annual HSE Management Workshop. Representatives
from every operating business unit attend the work-
0.00 ❖ ❖ ❖ ❖ shop, which includes discussions with executive
In addition to company-wide efforts, Noble divi-
sions develop safety programs targeting their speciﬁc
needs. For example, a review of safety observation
❖Division achieved a zero lost time incident rate. trends in West Africa showed that personnel were
*For comparison to the IADC Central and South America rate, performing routine tasks at heights using safety
data from the Mexico and Brazil divisions has been combined.
To provide a safe alternative, the division estab-
lished a standard operating procedure for scaffolding.
It takes into account the fact that Nigeria has no regu-
lations for erecting scaffolding and no quality stan-
dards for the required materials. Training and certify-
2006 Recordable Incident Rate by Region ing division employees to erect scaffolding ensures
IADC - Offshore structural quality and eliminates the need and costs to
1.5 Noble bring third parties onto our rigs to build them.The
scaffolding is quick and easy to use and provides a safe
1.2 platform from which personnel can work above the
Prior to the start-up of the Noble Carl Norberg
in summer 2006, West Africa operations trained 57
0.3 nationals from Equatorial Guinea who are contract
workers on the rig in ﬁreﬁghting and other safety skills.
We did this proactively to ensure they are fully trained
to Noble standards. Personnel from our Gulf Coast
and Mexico operations assisted the West Africa staff
in conducting the training in English and the crew’s
native language, Spanish.
On the Hibernia platform in Canada, Noble pres-
*For comparison to the IADC Central and South America rate,
data from the Mexico and Brazil divisions has been combined. ents three monthly awards to employees for demon-
strating leadership, safety program participation, mentoring and outstanding
performance. The division is also developing a program to produce Job Safety
Analyses on videotape. This format will make it easier, especially for new employ-
ees, to see step-by-step demonstrations of tools, equipment and hazards before
In Europe, 27 Noble electricians and assistant electricians took the initiative
to earn the DNV Certiﬁcate of Competence. They are certiﬁed to the level of
Installation Responsible Person, the highest level of certiﬁcation available in
European Norm (EN) 50110 (Operation of Electrical Installations). EN 50110 spec-
iﬁes guidelines on electrical installations, operations procedures for electrical
equipment, and tools and safe work practices for maintenance and repair of elec-
trical systems. They are the ﬁrst drilling contractor electricians in the North Sea to
earn the Certiﬁcate of Competence.
Health and wellness programs
When designing our companywide health and wellness programs, Noble tries
to balance affordability and access to quality services. Our beneﬁts include medical
and dental coverage; an Employee Assistance Program; life insurance and acci-
dental death and dismemberment coverage; a voluntary disease management
program; and various retirement savings programs.
As with safety, our divisions develop health and wellness programs that address
speciﬁc needs in their regions. For example, in the Middle East, where tempera-
tures can exceed 120°F in the summer, employees take mandatory cool-down rota-
tions and hydrate frequently. Supervisors continually monitor crews for symp-
toms of heat-related ailments.
To promote wellness and physical ﬁtness for our crews, ﬁtness centers are installed on
a space-available basis on rigs in our ﬂeet. 13
“I contribute to improving our
joined Noble in his native
Nigeria in 1998. While working
his way up from roustabout,
Madu received a post graduate
degree in environmental man-
agement. In 2004, he began
performing ISO 14001 audits in
West Africa. Madu traveled to
Dubai, United Arab Emirates, to
train with DNV as an ISO
14001 auditor. It was his ﬁrst
time away from the shores of
Nigeria. Today, as Noble’s HSE
Coordinator in West Africa,
Madu ensures that Noble’s rigs
and operations comply with all
national and international
HSE regulations and Noble’s
System. We mourn the loss of
Chidi Madu, who died of can-
cer shortly after telling his story.
To fulﬁll our responsibility to society, Noble proudly takes a leadership role in
reducing the impact of drilling operations on the environment. Our approach is
to be proactive, act voluntarily and go above and beyond regulatory compliance.
We often partner with customers and manufacturers to develop solutions that
improve environmental performance.
Many of our environmental efforts are driven by our certiﬁcation to the ISO
14001 Environmental Management System standard. Every eligible Noble rig
worldwide, as well as Noble’s Environmental Management Plans, is certiﬁed to
this international standard for environmental management and protection. To
maintain certiﬁcation, we must show continual improvement in our environmental
Improving engine efﬁciency
Diesel engines that supply power to our rigs are the primary source of Noble’s
air emissions, including greenhouse gases. These gases include carbon dioxide,
methane and nitrous oxide. Criteria pollutants include smog-producing materials
such as nitrogen oxide, sulfur dioxide, carbon monoxide, ozone, lead and partic-
To reduce the volume of air emissions we generate, Noble focuses on making
our engines run more efﬁciently. An efﬁcient engine consumes less fuel, thereby
generating fewer emissions and reducing fuel costs. After several years of testing oil
products, fuel additives and engine models, we have identiﬁed several key ways to
improve engine efﬁciency.
Noble initiated a program to replace our existing diesel engines as needed with
the best available technology for the particular application. One example is the
new Caterpillar C280 diesel engine, which is well suited to power our large semi-
submersibles. The ﬁrst C280 engines ever installed in a marine power generation
capacity are now aboard the Noble Dave Beard. The C280 engines exceed the rele-
vant U.S. Environmental Protection Agency (EPA) and European Union environ-
mental requirements for engine emissions.
Noble continually test new concepts for reducing emissions, such as a recently
concluded test of synthetic oils. After carefully considering the maintenance impli-
cations and worldwide supply capabilities, we elected not to utilize synthetic oil as
our worldwide standard, as the results were not consistent across engine brands.
Our reason for mentioning this test is to emphasize our philiosophy that continu-
ous improvement is measured not by the number of ideas implemented, but rather
by the number of ideas generated and tested. No thoughtful idea tested is ever
considered to be a failure.
In addition to our corporate efforts, Noble divisions carried out projects to
improve energy efﬁciency, addressing conditions unique to their regions. For
example, the West Africa division added oil centrifuges to engines on all of its rigs.
The equipment signiﬁcantly reduces the amount of dirt in engine oil, extends the
period between oil changes and minimizes waste oil creation, all of which reduce
costs for Noble and our customers. Extending oil life also lowers the risks from
transporting drums and tote tanks to offshore locations.
Greenhouse gas emissions reductions
Noble was the ﬁrst drilling contractor to measure and report greenhouse gas
emissions. We have been estimating these emissions for six years based on our fuel
Total Emissions CO2e consumption using SANGEA™ Emissions Estimation Software.
(in thousands of tonnes)
Our estimated daily carbon dioxide equivalent (CO2e) emissions in 2006
were two percent lower than in 2005. Our engine efﬁciency improvements and
550 outstanding maintenance contributed to the decline. Due to a three percent increase
in operating days and the associated increase in fuel consumption in 2006, total
CO2e volume increased to 574,622 tonnes, one percent higher than 2005.
Noble voluntarily registers our greenhouse gas emissions with the EPA’s
450 Climate Leaders Program. We are the only drilling contractor participating in this
2004 2005 2006
Continual improvement in environmental performance
Noble aims to achieve the highest international standards of excellence for
health, safety and environmental performance. We were the ﬁrst drilling contrac-
per Operating Day
tor to certify our entire global ﬂeet to the ISO 14001 standard and today, all oper-
(in tonnes) ating rigs have attained this certiﬁcation.
In addition, our operations in Canada and Europe are certiﬁed to the ISO
32 9001 quality standard, and nine rigs and our shore bases in Europe are certiﬁed to
OHSAS 18001, the recognized international standard for occupational health and
safety. In Mexico and Brazil, 15 rigs have attained certiﬁcation to the International
Safety Management (ISM) Code for the Safe Operation of Ships and Pollution
Prevention. Noble pursued all of these management system certiﬁcations volun-
tarily, as Brazil is the only country which requires ISM Code certiﬁcation.
2004 2005 2006
Our divisions work to show continual improvement in environmental perform-
ance to ensure that Noble maintains our certiﬁed status. We systematically assess,
plan, test, implement changes and improve our performance.
For example, our Europe division developed a system to measure and control
the use and leakage of various refrigerant gases from air conditioners, ice makers,
refrigerators and other equipment. We began replacing existing equipment and
gases with more environmentally friendly substitutes. As a result, discharges and
emissions of refrigerant gases decreased almost 39 percent from 2003 to 2006 in
the Europe division.
To proactively remove contaminents from deck drainage on our rigs, Noble
needed a specialized oil and water separator, but none were available in the market.
Noble partnered with a manufacturer of marine oil and water separators to develop
a unit speciﬁcally for our drilling rigs. The Europe division tested a custom-made
unit aboard the Noble Al White and identiﬁed changes to improve performance.
Modiﬁed units incorporating these changes are now being manufactured for the
Noble Clyde Boudreaux, Noble Ronald Hoope and Noble Ton van Langeveld.
After experiencing minor spills during supply vessel transfers, the West Africa
division took action to prevent discharges when transferring hydrocarbons between
rigs and supply vessels. The division implemented a standard operating procedure
for supply vessel handling and switched to a hose connection with a one way check
valve that closes automatically when the hose is disconnected. This arrangement is
being implemented companywide.
Based on its outstanding environmental track record, Petrobras chose the
Noble Muravlenko to drill exploration wells in the environmentally sensitive Aracaju
area. The Noble drillship is the only mobile offshore drilling unit in the area located
offshore the state of Sergipe, Brazil. Aracaju is home to many species of whales,
dolphins and sea turtles, all monitored by a biologist onboard the Noble Muravlenko.
This work for Petrobras requires constant vigilance to prevent spills that could
harm sea life in this pristine region.
By year-end 2008, we expect that all Noble rigs will be equipped with water mist
systems or other environmentally friendly methods of ﬁre suppression. This is the
result of a program we initiated in 2001 to proactively remove all halon from our ﬂeet.
While many companies and industries continue to use this ozone-depleting
material, Noble has voluntarily removed more than 7,000 pounds of halon.
In 2006, we experienced nine overboard spills, resulting in approximately
1,794 gallons of hydrocarbon-based products reaching the sea. The largest release
accounted for 96 percent of this total.
To continually improve, Noble tracks all
Post-consumer Recycling discharges, whether they are contained on board our
Total Volume in 2006 - 940,645 lbs. rigs or reach the environment. This voluntary action
that exceeds our regulatory compliance obligations
has allowed us to identify root causes for spills and
Paper implement maintenance practices, improved deck
collection methods and other preventive measures.
Plastic Our goal continues to be to minimize our impact on
Through recycling, Noble seeks to minimize the
waste we generate on our rigs and to recycle oil, lubri-
cants, paper products, glass, aluminum, plastic and
metal to the extent possible. Six of our seven divisions
have active recycling programs. These divisions recycled 668,824 gallons of oil and
lubricants and approximately 3.5 million pounds of paper products, glass, aluminum,
plastic and metal in 2006, compared to 662,188 gallons of oil and lubricants and
about 3.3 million pounds of other recyclables in 2005.
Noble has been recycling since 2002, when we became the ﬁrst drilling contrac-
tor to implement a comprehensive recycling program in the Gulf of Mexico. We
participate in the award-winning Recycle the Gulf® program that encourages the
recycling of waste from offshore operations. Recyclables from all program partic-
ipants are donated to the Association of Retarded Citizens (ARC) of New Iberia,
Louisiana, where ARC clients process the materials. Recycling brings in revenues
for the nonproﬁt association and provides employment for 40 developmentally
challenged individuals. Our Gulf Coast division has a strong commitment to this
program, having collected over 100 tons of recyclable materials on our rigs in the
Gulf in the past year.
Noble’s community relations efforts and donations are concentrated on the
well-being and education of children. Our divisions and locations choose chari-
ties and causes that fulﬁll local needs. For example, the Mexico division supports
a school and a children’s home in Ciudad del Carmen, Campeche, Mexico. CAPEP,
the Center for Psycho Pedagogic Attention for Preschool Education, provides a
free education for about 80 children with special educational needs. Casa Hogar
Para Niños A.C. San Pedro Pescador houses 83 abandoned, maltreated, abused
and orphaned minors. Noble oversees repairs, supplies paint and building mate-
rials, replaces broken furniture and equipment and purchases educational equip-
ment for both charities.
The Middle East and India division contributed to the purchase of blankets and
other supplies to aid victims of the October 2005 earthquake in Pakistan.
During the 2006-2007 school year, employees from our Sugar Land, Texas
headquarters ofﬁce participated in Junior Achievement. This nonproﬁt organiza-
tion educates and inspires young people to value free enterprise, business and
economics to improve the quality of their lives. In addition, Noble participated in
the Loaned Executive program during the Houston area’s 2006 United Way
For the eighth year, the Canada division organized a golf tournament bene-
ﬁting the Newfoundland and Labrador Down Syndrome Society. The tournament,
which brings together oil and gas companies to support programs for children with
Down Syndrome, has raised more than $115,000 over the years. Employees in
Noble’s ofﬁce in St. John’s, Newfoundland, supported a low-income single parent
family with food, clothing and gifts during the holidays. Staff also volunteer for
Junior Achievement and many provincial and national charitable organizations
and their boards.
Noble made ﬁnancial donations to numerous nonproﬁt organizations in 2006,
including the Shell Houston Open, the University of Oklahoma Foundation,
American Heart Association, Mental Health Association of Houston, Palmer Drug
Abuse Program, Holocaust Museum Houston, Friends of Scouting, the Oklahoma
Centennial Commemoration Fund, Nature Conservancy of Texas Water for
Tomorrow, Teach for America, YES Prep Public School, Alley Theatre, and Houston
Mexico division HSE & Quality Manager Heath Luper presents a check to the director of an orphanage in
Ciudad del Carmen, Campeche, Mexico. It is one of several children’s charities that Noble supports.
“Planning and teamwork helped
us set a new world record.”
The Noble Amos Runner
crews set a new world record
water depth for a convention-
ally moored rig. Before drilling,
the crews conducted studies to
ensure the riser and mooring
systems could withstand poten-
tially dangerous currents. They
developed special procedures
for keeping the rig in position
and a hurricane timeline and
evacuation plan. Drilled with no
safety or environmental inci-
dents in 127 days, the well
reached a total depth of 26,536
feet, with water depth of 7,650
feet in the Green Canyon area
of the Gulf of Mexico. It was a
discovery for our customer,
Anadarko Petroleum Corporation.
to our Customers
At Noble, everything we do is aimed at improving customer service. From
employee policies to HSE practices to operational performance, Noble is dedi-
cated to helping our customers ﬁnd and produce oil and gas safely and cost effec-
tively. We are proud of the long-standing relationships and mutually successful
partnerships we have with many of our customers.
Rig upgrade and construction status
Noble currently has a $2 billion global shipyard program underway. The
program goal is to build new rigs and upgrade our existing assets quickly and cost-
effectively so they can go to work for our customers, ﬁnding oil and gas to meet
We completed 13 shipyard projects in 2006. The shipyard program came in
slightly under budget and only 3.6 percent over the time target, impressive results
given the high level of activity in shipyards in 2006. The upgrades were performed
in shipyards in Brazil, the Middle East and the United States.
The largest project completed was an enhancement of the Noble Jim Thompson
mooring system to the NC-5SM standard. This was completed in the Signal Shipyard
in Pascagoula, Mississippi. The Noble Jim Thompson was the ﬁrst premium Noble
semisubmersible to receive a mooring system upgrade as part of a proactive ﬁve
rig program. The upgrade will improve the rigs’ mooring performance during hurri-
canes and other major storms. NC-5SM mooring system upgrades are planned for
the Noble Amos Runner and Noble Paul Romano in 2007. The NC-5SM design is
based on the API RP 2SK permanent mooring standard for ﬂoating production
Noble’s newbuild rigs, valued at a total of $2 billion, are on budget and on
schedule. The semisubmersible Noble Clyde Boudreaux is scheduled to leave Signal
Shipyard in the second quarter of 2007 and begin working for Shell in the Gulf of
Mexico. The jackup Noble Roger Lewis is scheduled for completion in 2007 and
mobilization to the Middle East to work for Shell, as well. The Noble Hans Deul, a
jackup, and Noble Dave Beard, a semisubmersible, are due for completion in 2008.
The Noble Hans Deul will mobilize to the North Sea to work for Shell while the
Noble Dave Beard will work for Petrobras in Brazil. The semisubmersibles Noble
Pictured (L-R): Safety and Training Supervisor Jeff Manning, Rig Manager William Smith,
Assistant Rig Manager Robert Waldron and Barge Engineer Ron Fleming. 21
Danny Adkins and Noble Jim Day are slated for delivery in 2009 and will mobilize
to the Gulf of Mexico. The Noble Danny Adkins will work for Shell while the Noble
Jim Day currently has a Letter of Intent to work for Marathon. The Noble Scott
Marks jackup will join the North Sea ﬂeet upon delivery in 2009 to work for Venture.
With many manufacturers working at capacity, equipment deliveries will be
a challenge for our construction program in 2007. Noble has a large global team in
place to visit our manufacturers’ facilities and monitor the progress of our equip-
ment orders. We will continue to rely on the superior planning and execution capa-
bilities of our project management staff and shipyard crews to keep our construc-
tion program on track in 2007.
Noble seeks to capitalize on cost-effective drilling technologies that help our
customers increase production. Our patented aluminum alloy drilling riser is an
excellent example of our technology expertise and capabilities. This lightweight
equipment allows for cost-effective, efﬁcient and safer drilling operations in deeper
waters than can be achieved with conventional steel riser.
A 75-foot long aluminum alloy riser joint with a 11⁄4-inch wall thickness is
approximately 40 percent lighter in water than a conventional steel drilling riser joint.
This reduces weight on the rig and the tension system. Compared to steel drilling
riser, more aluminum alloy riser can be stored on deck without exceeding weight
and handling limitations of existing equipment and the structure. Aluminum alloy
riser is currently deployed on three units in Brazil and one unit in the Gulf of Mexico.
All of our newbuild semisubmersibles will be equipped with aluminum alloy riser
when they depart the shipyard.
The American Society of Mechanical Engineers and its International Petroleum
Technology Institute presented Noble the 23rd Annual Woelfel Best Mechanical
Engineering Achievement Award for our lightweight riser. The honor, conveyed at
the 2006 Offshore Technology Conference, recognizes a product or system that
demonstrates a practical solution to an engineering challenge in offshore tech-
Noble actively seeks opportunities to standardize equipment, parts, consum-
ables and services on our rigs. Our focus is to maximize rig uptime; minimize the
total cost of ownership; and reduce costs associated with maintenance, logistics
and inventory levels. Standardization improves safety and operational efﬁciency and
reduces costs for our customers and for Noble.
In 2006, we standardized on primary drive direct current traction motors,
wellhead connectors, silicone control rectiﬁer (SCR) system conﬁguration, traveling
blocks and hook adaptors, and rotary tables. We also established guidelines for
standard safety and operational enhancements for new derricks.
Going the extra mile for customers
An operational highlight in 2006 was the new world record water depth for a
conventionally moored rig set by the Noble Amos Runner in the Gulf of Mexico.
The EVA-4000™ semisubmersible moored in 7,650 feet of water in Green Canyon
Block 955 for the Mission Deep project for Anadarko Petroleum Corporation. The
Noble Amos Runner set this record using its existing mooring system, rather than
preset mooring systems that require anchors or suction piles to be in place before
the rig arrives.
Depth was not the only challenge the crew faced in the Mission Deep project.
The drilling occurred in a part of the Gulf known for a dangerous loop current that
forces rigs to shut down when it is in the vicinity. Noble conducted several engi-
neering studies to ensure the rig’s riser and mooring system would stand up to the
loop current. The Noble Amos Runner crews also devised procedures to hold the rig
over the top of the wellhead and prevent extensive movement despite long anchor
lines. The angle of the riser at the blowout preventer on the sea ﬂoor could not
exceed two degrees for operations to continue. This angle averaged three-quarters
of one degree over ﬁve months, never exceeding 1.5 degrees. The rig’s horizontal offset
from the wellhead never exceeded 58 feet during the project.
In the seven years the Noble Amos Runner has been contracted to Anadarko and
its subsidiaries, it has been involved in seven discoveries. The rig also reached six
years without a lost time incident while drilling the latest discovery well.
SEPCo selects Noble George Sauvageau for annual award
The Noble George Sauvageau earned the title of Shell Jackup Rig of the Year for 2006, out of
seven jackups contracted to Shell International Exploration & Production Inc. The rig consistently
achieved top quartile performance on all projects on a range of key operational and HSE indica-
Based in the North Sea, the rig demonstrated superior operational performance, including
drilling three wells ahead of schedule and under budget. This allowed Shell to complete an extra
project. In 2006, the Noble George Sauvageau
also drilled the fastest 5-kilometer well in Shell’s
North Sea operations in the past three years.
With a focus on prevention, crews on the
Noble George Sauvageau recorded no LTIs in
2006. Noble implemented an active training
strategy to ensure and maintain the compe-
tency of the rig’s crews. In addition, Shell noted
the dedication, detailed planning, excellent
teamwork, communication and commitment
from the crews of the Noble George Sauvageau.
“HSE cases improve
productivity and safety,
and that adds value.”
audited Noble HSE manage-
ment systems around the world,
giving him the right experience
to oversee HSE cases for our
Gulf Coast Division. HSE cases
allow Noble to identify gaps
between our HSE systems and
those of our customers, and
then close the gaps to minimize
risk and exposure.
to our Shareholders
In a competitive and cyclical industry, Noble succeeds by pursuing a conser-
vative ﬁnancial policy. Our business strategy is to expand our ﬂeet by acquiring
rigs and securing customer commitments to build new assets, upgrading existing
assets and deploying our rigs in key international geologic regions. Noble is a
pioneer in integrating health, safety and environmental performance into our busi-
ness strategy as a way of managing risk. The successful execution of these policies
and strategies allows Noble to add value for our shareholders.
Code of Business Conduct and Ethics
The Noble Corporation Code of Business Conduct and Ethics codiﬁes, clar-
iﬁes and ampliﬁes the Company’s long-standing policies related to business prac-
tices. Every Noble employee is responsible for observing the standards and require-
ments of the Code in his or her daily work.
The Code covers compliance with laws, rules and regulations; honest and
ethical conduct and conﬂicts of interest; insider trading; competition and fair
dealing; discrimination and harassment; health and safety; procedures for express-
ing concerns about accounting and auditing matters; conﬁdentiality; protection
and proper use of Company assets; payments to government personnel and others;
waivers of the Code; reporting any illegal or unethical behavior; full and fair disclo-
sure; periodic reports and government ﬁlings; compliance procedures; and other
provisions applicable to covered executives and ﬁnancial professionals.
To support employees in their efforts to uphold our Code of Conduct, we offer
the NobleLine resource. Employees can call the NobleLine toll-free or collect from
any country where we have operations, at any time, and discuss possible violations
of laws or Company policies, questionable accounting or auditing matters, HSE
concerns, actions that threaten Noble’s integrity or security and many other issues.
NobleLine is available 24 hours a day, seven days a week, and employees remain
anonymous when they call.
Integrating HSE and business practices
Continual improvement in health, safety and environmental performance
and strong ﬁnancial results go hand-in-hand. Noble consistently outperforms the
drilling industry in HSE results, which helps us market and contract our assets
around the world. We invest in enhancing and expanding our ﬂeet, training and
developing our people, maintaining programs to further improve HSE and oper-
ational performance, and developing technologies to advance the search for oil
Within the industry, the Health, Safety and Environmental Case is growing
in importance as a way of integrating HSE performance with business strategy.
HSE Cases demonstrate the adequacy of a rig’s management system; capabilities
for compliance, audit, review and risk identiﬁcation, assessment and management;
and identiﬁcation of safety-critical elements and tasks. In the North Sea, where
HSE Cases are a regulatory requirement, Noble voluntarily took the lead in devel-
oping the industry-standard HSE Case.
To comply with regulations or with customer contracts, Noble currently main-
tains HSE Cases for 15 rigs. Work is under way on the HSE Case for two rigs under
construction, both to fulﬁll contractual requirements. Having an HSE Case in
place assures customers that we have systems and processes in place to operate
safely and effectively.
The Company encourages and supports our divisions and rigs in proactively
developing HSE Cases in anticipation of future regulatory or customer require-
ments. All Noble HSE Cases are designed to transfer with a rig to any division.
Maximizing the productivity of our ﬂeet, while managing costs and working
safely, is good stewardship of our assets on behalf of shareholders and customers.
Noble’s goal is to spend money effectively and with clear value attached.
Our operations staff executed this plan well in 2006, focusing on several cost
management strategies. Our long-term practice of standardizing on rig equipment
continued to keep costs in line and improve safety and operational efﬁciency.
Strategic vendor alliances allowed us to capture volume pricing and prepurchase
long lead items, an advantage given the high demand for equipment and supplies.
Close contact with our vendors helped ensure that equipment deliveries are on
time and on budget, with the quality we expect.
Retaining our well-trained employees is another strategy that maximizes
productivity, reduces costs and improves safety. Noble expanded our employee
development programs in 2006 to retain key personnel for our commitments today,
as well as to assure that we have trained crews for our newbuild rigs as they are
commissioned. When we staff new assets months in advance, we consider it money
well spent for the safety and efﬁciency of the rig, starting its ﬁrst day on the job.
With 90 percent of our ﬂeet booked through 2007, Noble’s revenues for the
year are largely locked-in. Consequently, continued diligent cost management and
attention to safety will be critical to delivering good margins again in 2007.
The Noble Roger Lewis, one of
three newbuild JU-2000E jackups,
is scheduled for delivery in 2007.
Sarbanes-Oxley Act compliance
Noble has a long history of strict compliance with ﬁnancial reporting require-
ments. We adhere to these procedures in all instances. Our ﬁnancial reporting
responsibilities include complying with the Sarbanes-Oxley Act of 2002. The
United States Congress enacted this law to enhance corporate responsibility and
ﬁnancial disclosures and to combat corporate and accounting fraud.
Noble conducted an evaluation of the effectiveness of our internal control
over ﬁnancial reporting, based on the Internal Control-Integrated Framework
issued by the Committee of Sponsoring Organizations of the Treadway Commission.
It was management’s assessment that the Company maintained effective internal
control over ﬁnancial reporting as of December 31, 2006. PricewaterhouseCoopers
LLP, the independent registered public accounting ﬁrm that audited the Company’s
ﬁnancial statements and management’s assessment of the effectiveness of internal
control over ﬁnancial reporting, concluded that the Company maintained, in all
material respects, effective control over ﬁnancial reporting as of December 31, 2006.
Noble earned record operating revenues of $2.1 billion and achieved record
net income of $731.9 million, or $5.33 per diluted share, in 2006. High rig utiliza-
tion of 96 percent and an average dayrate of $97,936 contributed to revenues,
while superior execution of shipyard projects and successful operational cost
management measures were factors in our high net income.
With our free cash ﬂow, Noble has considerable options. We plan to expand
our ﬂeet by fully funding newbuild construction and asset upgrades. Our strong
balance sheet may enable us to acquire assets opportunistically.
ordinary shares. In 2006, we repurchased approximately 3.8 million shares at an
average price of $70.27. Through year-end 2006, Noble had repurchased a total of
9,738,000 ordinary shares under its repurchase program announced in 2002.
This Noble Corporation Sustainability Report 2006 contains certain “forward-looking state-
ments” about the business, ﬁnancial performance and prospects of the company. Statements about
our plans, intentions, expectations, beliefs, estimates, predictions or similar expressions for the future
are forward-looking statements. No assurance can be given that the outcome of any forward-looking
statement will be realized, and actual results could differ materially from those expressed. The
company’s ﬁlings with the U.S. Securities and Exchange Commission, which are accessible from
Noble’s website, discuss the risks and uncertainties in our business and industry and the various
factors that could keep the outcome of any forward-looking state from being realized.
(in thousands, except per-share amounts)
Year Ended December 31,
2006 2005 2004
Operating revenues $ 2,100,239 $ 1,382,137 $ 1,066,231
Operating income 927,430 373,045 187,172
Income before income taxes 921,287 364,092 161,817
Net income 731,866 296,696 146,086
Per diluted share 5.33 2.16 1.09
Net cash provided by operating activities 988,715 529,010 332,221
Capital expenditures 1,122,061 545,436 333,989
Return on capital employed 25% 12% 7%
At year end:
Total assets 4,585,914 4,346,367 3,307,973
Property and equipment, net 3,858,393 2,999,019 2,743,620
Total debt 694,098 1,138,297 511,649
Shareholders’ equity 3,228,993 2,731,734 2,384,434
Book value per share 23.99 19.94 17.74
Earnings Per Share Revenues Market Cap at Year-End
(diluted) (in billions) (in billions)
$6 $ 2.0 $ 12
4 1.5 9
2 1.0 6
0 0.5 3
2004 2005 2006 2004 2005 2006 2004 2005 2006
Third-Party Certiﬁcations 2006 Safety Statistics
ISO ISO OHSAS ISM Days since LTI Hours
14001 9001 18001 CODE last LTI Rate TRIR Worked
Brazil Division G G 384 0.00 1.17 1,533,717
Noble Leo Segerius (DS) G G 384 0.00 1.39 288,272
Noble Muravlenko (DS) G G 1,834 0.00 2.01 299,060
Noble Paul Wolff (SS) G G 836 0.00 0.00 289,604
Noble Roger Eason (DS) G G 422 0.00 2.00 299,876
Noble Therald Martin (SS) G G 573 0.00 0.92 218,204
Canada Division G G 1,253 0.00 1.15 347,388
Hibernia M-71 (P) G G 2,839 0.00 2.58 155,204
Hibernia M-72 (P) G G 1,253 0.00 0.00 149,108
Europe Division G G G 590 0.00 1.00 2,787,819
Noble Al White (JU) G G G 706 0.00 1.02 196,064
Noble Byron Welliver (JU) G G G 611 0.00 0.00 207,092
Noble George Sauvageau (JU) G G G 2,056 0.00 1.01 197,690
Noble Julie Robertson (JU) G G G 2,095 0.00 0.99 202,376
Noble Kolskaya (JU) G G G 2,304 0.00 0.97 205,148
Noble Lynda Bossler (JU) G G G 2,185 0.00 2.04 196,436
Noble Piet van Ede (JU) G G G 3,301 0.00 0.00 173,828
Noble Ronald Hoope (JU) G G G 1,986 0.00 0.00 194,960
Noble Ton van Langeveld (SS) G G G 2,554 0.00 1.66 240,884
BP Clair (P) G 899 0.00 0.00 122,900
Brae Alpha 43 (P) G 778 0.00 0.00 7,958
Brae Alpha 44 (P) G 590 0.00 1.85 108,092
Brae Bravo (P) G 900 0.00 0.00 71,324
East Brae (P) G 1,005 0.00 0.00 69,678
Captain (P) G 902 0.00 3.30 121,088
CT Alba (P) G 3,476 0.00 0.00 10,220
Forties Alpha (P) G 3,012 0.00 3.32 60,272
Forties Bravo (P) G 915 0.00 3.35 50,748
Forties Charlie (P) G 2,448 0.00 2.23 89,864
Forties Delta (P) G 2,751 0.00 0.00 77,084
Gulf Coast Division G 645 0.00 0.93 2,154,796
Noble Amos Runner (SS) G 2,170 0.00 0.00 247,892
Noble Fri Rodli (S) G 908 0.00 1.54 129,524
Noble Jim Thompson (SS) G 645 0.00 0.75 265,556
Noble Joe Alford (S) G 2,058 0.00 2.80 142,604
Noble Lester Pettus (S) G 3,496 0.00 2.87 139,340
Noble Lorris Bouzigard (SS) G 1,731 0.00 0.00 22,004
Noble Max Smith (SS) G 3,767 0.00 0.83 240,884
Noble Paul Romano (SS) G 1,572 0.00 0.80 249,440
Third-Party Certiﬁcations 2006 Safety Statistics
ISO ISO OHSAS ISM Days since LTI Hours
14001 9001 18001 CODE last LTI Rate TRIR Worked
Mexico Division G G 308 0.30 0.60 670,648
Noble Bill Jennings (JU) G G 2,601 0.00 0.00 53,060
Noble Earl Frederickson (JU) G G 1,981 0.00 0.00 47,948
Noble Eddie Paul (JU) G G 3,522 0.00 0.00 81,544
Noble Gene Rosser (JU) G G 3,547 0.00 0.00 52,292
Noble John Sandifer (JU) G G 3,156 0.00 0.00 54,176
Noble Johnnie Hoffman (JU) G G 4,317 0.00 0.00 54,788
Noble Leonard Jones (JU) G G 308 3.84 7.67 52,124
Noble Lewis Dugger (JU) G G 3,741 0.00 0.00 53,720
Noble Sam Noble (JU) G G 3,703 0.00 0.00 53,324
Noble Tom Jobe (JU) G G 1,904 0.00 2.81 71,180
Middle East/India Division G 82 0.06 0.30 3,345,144
Noble Cees van Diemen (JU) G 1,492 0.00 0.00 196,880
Noble Charles Copeland (JU) G 803 0.00 0.97 207,044
Noble Charlie Yester (JU) G 522 0.00 0.00 35,096
Noble Chuck Syring (JU) G 3,844 0.00 0.00 203,432
Noble David Tinsley (JU) G 1,932 0.00 0.00 192,872
Dhabi II (JU) G 407 0.00 0.00 174,932
Noble Dick Favor (JU) G 1,562 0.00 0.00 191,756
Noble Ed Holt (JU) G 3,786 0.00 0.00 20,552
Noble Gene House (JU) G 1,519 0.00 0.00 206,180
Noble George McLeod (JU) G 2,418 0.00 0.00 201,584
Noble Gus Androes (JU) G 82 0.97 1.94 206,600
Noble Harvey Duhaney (JU) G 2,045 0.00 0.00 212,276
Noble Jimmy Puckett (JU) G 724 0.00 0.00 189,704
Noble Kenneth Delaney (JU) G 1,386 0.00 0.00 186,656
Noble Mark Burns (JU) G 923 0.00 1.84 217,508
Noble Roy Rhodes (JU) G 635 0.00 0.00 222,560
West Africa Division G 635 0.00 0.67 1,783,420
Noble Carl Norberg (JU) G 2,782 0.00 0.00 65,032
Noble Don Walker (JU) G 635 0.00 0.97 205,460
Noble Ed Noble (JU) G 3,609 0.00 0.96 208,316
Noble Homer Ferrington (SS) G 2,095 0.00 0.75 265,592
Noble Lloyd Noble (JU) G 1,196 0.00 1.72 232,748
Noble Percy Johns (JU) G 2,905 0.00 0.00 219,680
Noble Roy Butler (JU) G 2,284 0.00 0.00 227,912
Noble Tommy Craighead (JU) G 2,785 0.00 0.96 207,572
Noble Corporation 82 0.03 0.77 12,696,413
Rig totals are calculated regardless of operating status.
Divisional totals are calculated to include only operating rigs, yard and administrative activities.
Corporate totals are calculated to include all rig, yard, administrative, shipyard and subsidiary activities.
(DS) Drillship (JU) Independent Leg Jackup (P) Platform (S) Submersible (SS) Semisubmersible
Environmental Data 2006 2005 *2004
Carbon Dioxide (CO2) Tonnes 558,241 549,558 513,404
Methane (CH4) Tonnes 27 27 25
Nitrous Oxide (N2O) Tonnes 2.7 2.7 2.5
Global Warming Potential (CO2e) Tonnes CO2 Equivalent 574,622 569,091 535,909
Sulfur Dioxide (SO2) Tonnes 842 829 775
Nitrogen Oxide (NO2) Tonnes 7,625 7,515 9,161
Carbon Monoxide (CO) Tonnes 2,863 2,819 2,633
Particulate Matter (PM) Tonnes 337 332 310
Diesel Consumption Gallons 54,197,687 53,354,671 49,844,627
Energy Million BTUs 7,110,220 6,999,624 6,539,140
Unplanned Discharge Events N 9 10 5
Note: The 2004 Environmental Data totals have been adjusted from the previous Sustainability Report. As of 2004, refrigerant
and shore based electrical power consumption will be included in the Company’s emissions ﬁgures.
Hydrocarbon liquids lost overboard.
Recycling Data 2006 2005 2004
Oil and Lubes Gallons 668,824 662,188 579,044
Paper and Paper Products Pounds 515,069 447,992 506,868
Glass Pounds 53,562 29,903 67,407
Aluminum / Tin Pounds 40,501 45,405 42,533
Plastics Pounds 331,513 230,472 234,435
Metal Pounds 2,562,306 2,590,909 2,742,390
Safety & Health Data 2006 2005 2004
Hours Worked 12,696,413 11,833,656 11,008,012
Recordable Incidents 49 69 41
Medical Treatment 20 16 21
Restricted Work Case 27 38 14
Lost Time Injury 2 15 6
Fatalities 1 1 0
Lost Time Incident Rate 0.03 0.25 0.11
Total Recordable Incident Rate 0.77 1.17 0.74
First Aid Incidents 228 286 268
13135 South Dairy Ashford, Suite 800
Sugar Land, TX 77478
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