Noble Corporation
  sustainability report 2006
           volume 5
Table of Contents
Chairman’s Letter                                                                                  1

When we published the first Noble Sustainability Report in 2002, such
reports were somewhat novel. At that point, many comp...
Worldwide Fleet
                                                                                          ISO 9001
 & Management System

“At Noble, people
                                        can and do make a
 Noble Corporation

Noble’s audit plan provides additional oversight. Audits help Noble ensure
    that all levels of our organization comply ...
 Wins offshore
energy achievement

“My U.S. Coast Guard
    training applies directly
      to my job at Noble.”

    Deborah Birdsong

    came to Noble ...
 to our Workforce

    Noble’s highest responsibility is to our workforce. We provide training and
Significant safety training effort
                                             Noble clients can depend on us to operate s...
Back-to-basics approach to safety
      Noble’s safety performance in 2006                      Noble Worldwide Incident R...
Our Brazil, Canada, Europe, Gulf Coast and
     2006 Lost Time Incident Rate by Region                                    ...
strating leadership, safety program participation, mentoring and outstanding
performance. The division is also developing ...
“I contribute to improving our
     environmental performance.”

                       Chidi Madu

 to Society

     To fulfill our responsibility to society, Noble proudly takes a leadership role in
Noble continually test new concepts for reducing emissions, such as a recently
Our divisions work to show continual improvement in environmental perform-
ance to ensure that Noble maintains our certifie...
To continually improve, Noble tracks all
     Post-consumer Recycling                   discharges, whether they are conta...
During the 2006-2007 school year, employees from our Sugar Land, Texas
headquarters office participated in Junior Achieveme...
“Planning and teamwork helped
       us set a new world record.”

     The Noble Amos Runner

     crews set a new worl...
 to our Customers

     At Noble, everything we do is aimed at improving customer service. From
employee po...
Danny Adkins and Noble Jim Day are slated for delivery in 2009 and will mobilize
     to the Gulf of Mexico. The Noble Dan...
Going the extra mile for customers
     An operational highlight in 2006 was the new world record water depth for a
“HSE cases improve
     productivity and safety,
      and that adds value.”

     Tony Luna

     audited Noble HSE ma...
 to our Shareholders

     In a competitive and cyclical industry, Noble succeeds by pursuing a conser-
around the world. We invest in enhancing and expanding our fleet, training and
     developing our people, maintaining prog...
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-
Financial Highlights

 (in thousands, except per-share amounts)
Third-Party Certifications                2006 Safety Statistics
                                       ISO       ISO   OHS...
Third-Party Certifications                           2006 Safety Statistics
                                      ISO      ...
Environmental Data                                                                    2006                    2005        ...
13135 South Dairy Ashford, Suite 800
       Sugar Land, TX 77478
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  1. 1. Accountability Profitability Sustainability Noble Corporation sustainability report 2006 volume 5
  2. 2. 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 Chairman’s Award 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.
  3. 3. 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 1
  4. 4. Worldwide Fleet ISO 9001 ISO 14001 OHSAS 18001 JU SS P ISO 9001 ISO 14001 P ISO 14001 SP SS S ISO 14001 ISM Code JU ISO 14001 JU SS ISO 14001 ISM Code SS DS Fleet Distribution DS Drillship JU Jackup P Platform SS Semisubmersible SP Shipyard Project S Submersible 2
  5. 5. DistributionCertifications & Management System ABOUT NOBLE SP ISO 14001 JU ISO 14001 JU SP 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. 3
  6. 6. “At Noble, people can and do make a difference.” Therald Martin 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 individually.” 4
  7. 7. About Noble Corporation ABOUT NOBLE 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. 5
  8. 8. 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. 6
  9. 9. Noble Wins offshore energy achievement ABOUT NOBLE award 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 excellence. 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 industry partners. 7
  10. 10. “My U.S. Coast Guard training applies directly to my job at Noble.” Deborah Birdsong 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. 8
  11. 11. Responsibility 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. WORKFORCE 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. 9
  12. 12. 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. 11 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 in 2006. 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. 10
  13. 13. 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. 3 Noble completed July 2006 with no record- able incidents, while posting more than 1,000,000 work hours. This accomplishment 2 WORKFORCE 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 IADC 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 1.0 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 incidents. 0.0 93 94 95 96 97 98 99 00 01 02 03 04 05 06 11
  14. 14. 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 Noble 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. 0.25 0.20 Regional safety programs 0.15 Noble divisions share best practices during an 0.10 annual HSE Management Workshop. Representatives 0.05 from every operating business unit attend the work- 0.00 ❖ ❖ ❖ ❖ shop, which includes discussions with executive management. a da ico e * ia ric rop ca na nd ex Af eri Eu Ca &I M Am of st In addition to company-wide efforts, Noble divi- Ea ulf th ou le .G dd sions develop safety programs targeting their specific &S U.S Mi ral needs. For example, a review of safety observation nt Ce ❖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. harnesses. 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 deck level. 0.9 0.6 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. 0.0 We did this proactively to ensure they are fully trained a da ico e * ia ric rop to Noble standards. Personnel from our Gulf Coast ca na nd ex Af e ri Eu Ca &I fM Am and Mexico operations assisted the West Africa staff st o Ea ulf th ou le in conducting the training in English and the crew’s .G dd &S U.S Mi native language, Spanish. ral nt Ce 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- 12
  15. 15. 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 performing tasks. 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. WORKFORCE 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
  16. 16. “I contribute to improving our environmental performance.” Chidi Madu 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 Environmental Management System. We mourn the loss of Chidi Madu, who died of can- cer shortly after telling his story. 14
  17. 17. Responsibility to Society 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 SOCIETY performance. 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- ulates. 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. 15
  18. 18. 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) 600 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. 500 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 government-industry partnership. 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- CO2e Emissions per Operating Day tor to certify our entire global fleet to the ISO 14001 standard and today, all oper- 35 (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 29 Safety Management (ISM) Code for the Safe Operation of Ships and Pollution Prevention. Noble pursued all of these management system certifications volun- 26 tarily, as Brazil is the only country which requires ISM Code certification. 2004 2005 2006 16
  19. 19. 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 SOCIETY 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. Halon removal 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. Unplanned spills 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. 17
  20. 20. 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 the environment. Glass Recycling progress Through recycling, Noble seeks to minimize the Aluminum/Tin 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. Community relations 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. 18
  21. 21. 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 campaign. 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 SOCIETY Ballet. 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. 19
  22. 22. “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. 20
  23. 23. Responsibility 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 consumer demand. 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. CUSTOMERS 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 systems. 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
  24. 24. 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. Cost-saving technology 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- nology. Rig standardization 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. 22
  25. 25. 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 CUSTOMERS 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- tors. 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. 23
  26. 26. “HSE cases improve productivity and safety, and that adds value.” Tony Luna 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. 24
  27. 27. Responsibility 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. SHAREHOLDERS 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 25
  28. 28. 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 and gas. 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. Managing costs 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. 26
  29. 29. The Noble Roger Lewis, one of three newbuild JU-2000E jackups, is scheduled for delivery in 2007. SHAREHOLDERS 27
  30. 30. 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. Financial performance 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. Wealsohavetheoptiontocontinue returningcashtoourshareholdersbyrepur- chasingordinaryshares.Noblehasboardauthorizationtorepurchaseupto15,262,000 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. Forward-Looking Statements 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. 28
  31. 31. Financial Highlights (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) SHAREHOLDERS $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 29
  32. 32. 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 30
  33. 33. 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 DATA TABLES Noble Corporation 82 0.03 0.77 12,696,413 Notes: 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 31
  34. 34. 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 D 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. N 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 32
  35. 35. NOBLE CORPORATION 13135 South Dairy Ashford, Suite 800 Sugar Land, TX 77478 281.276.6100 Printed on recycled paper.