Conversations and calls for the establishment of the House of Energy - Statoil, CEO Office (EFOW, Oslo, 2012-2015)

1. Briefing Notes to Office of CEO of Statoil
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Energy For One World1
Conceptual Frames for
the House of Energy
(Concept)
For Our Dialogue
22 August 2014
Version [1]
Date [22 August 2014]
Author(s) [AK/ RW]
1 A proposal made by Adriaan Kamp (EFOW) and in support with Robin Waaler.

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References and Background of these Briefing Notes2
1. Our letter to Nikolai Lyngo/Helge Lund- 4th July 2014
2. Energy For One World Position Paper for Un SDSN Conference: The New Role for
Business in the Sustainable Development Agenda. Ref. Date 25 July 2014.
3. Telephone Conversation(s); Nikolai Lyngo / Robin Waaler - dates. 1st July and 15th
August.
In Short:
We are in dialogue with Statoil and exploring our mutual opportunities and agenda for collaboration
on the issue of expanding the role of business in the sustainable development/ sustainability in the
energy agenda.
The House of Energy elected as the most interesting and promising proposition between the
parties. As it encompasses all.
In these briefing notes- we provide our thoughts on the possible conceptual frames of the
positioning and realization of such an initiative.
We invite Statoil to continue the dialogue with us on realizing a “House of Energy” and which can
serve the energy professionals and sector, which re-inforces a new tone of voice and commitment
and which can propel and create new (business) value and values beyond our imaginations.
Conceptual Frames for the House of Energy- for your consideration
Based on the earlier tele-conversations, working papers and dialogues, we have identified a variety
of conceptual frames for the (proposed and under discussion) House of Energy3
:
The whole vision and mission of the House of Energy is per the earlier shared position paper, and
can be simply phrased :
To serve the world of energy. To make the (integrated) energy architectures4
simply better and
more sustainable. “Energy for Vibrant Sustainable Societies”.
For this discussion- we like to table and explore two conceptual frames- from our overall range of
options:
Dream-Team: A small, neutral, open and independent body with “elite staff and personnel” from
industry, academia and around the globe5
- and which can “guide, coach and care” Energy
Architecture developments anywhere around the globe. Globally, Regionally and Locally.
Power House: A new and selective growth-engine: a Joint-Venture between Statoil & GE – and
with the primary focus and goal the creation, realization and sales of new energy (value chain)
2 Based on Client Discussion and our earlier briefing notes
3 Mutually Exclusive, Combined Exhaustive
4 And value chains
5 Example Organogram in earlier position paper

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innovations and solutions for “energy sustainability and energy architectures” anywhere around the
globe. From well to wheel. From well to socket.
Concept “Dream-Team”
In this frame and realization – we envision Statoil (and e.g. Oslo Region and other international
business partners/ institutes) to be a key founding partner of this new organisation to be.
A 3-year donation or grant is agreed and in order to allow the organisation to emerge. A
demonstration and contribution from the industry sector and partners: of “goodwill”’ and “good
intent” towards the complexities and global (energy) change challenges our world and the industry
sector faces. : A contribution to the Sustainable Development/ Sustainable Energy agenda.
The proposed organisation connects and works with the UN Sustainable Development Agenda,
Academia (e.g. Columbia University, Earth Institute, MIT, Oslo, etc.) , Global centres of expertise
and organisations (e.g. IEA, IEF, WBCSD, World Bank, Global Compact) and Global Industry
partners. It unlocks rapid learning and global best practices.
A centre staffed with a small, elite dream-team and solely focussed on “building the bridges and
hands-on solutions” between global and local and the relevant business partners and parties-
allowing and facilitating the elevation of energy architectures – whilst integrating the complex views
and perspectives on energy.
A dream-team helping to analyse, design, develop, implement or evaluate the purposes, means,
solutions and pathways “for stepping-up”’ A place beyond facts or opinions. And also beyond the
illusions: focus is just making energy architectures better- globally, regionally, and nationally.
Key focus of this House of Energy is to be a safe and secure place for energy professionals,
decision makers and executives.
A place where leaders of the US, EU, Chinese, Russian, Indian, African, Middle-Eastern National
oil or energy companies feel welcome, a place where (governmental and energy industry) leaders
of emerging and developed nations love to visit – as they can learn and elevate their ways of
understanding and their means of realizing better “energy architectures”.
Thanks to it’s dream-team : this House will be a place for inspiration, collaboration and rapid
learning: building the capabilities and capacities for deliveries and shared innovation.
A hybrid and mix of World Economic Forum/ Chatham House/ Centre for Resilience6
- but then
continuous and focussed on Energy and Energy Architectures (as per our position paper).- with
educational formats, events, round-tables, workshops, consulting, etc.
The beauty of this concept is that it can truly claim it’s domain as the centre “for and by” (energy)
business building vibrant sustainable societies, and as such be seen as the “missing-link and
bridging” platform for and by business.
6 Stockholm

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The power of situating this centre in Oslo is easy to understand.
It’s beyond Rocky Mountain Institute, beyond IHS and beyond World Resource Institute. This “elite”
House of Energy and with it’s dream-team7
can “dance with the industry elephants” in the East and
the West, the North and the South, The conventional and clean-tech business- and can be seen as
the truly first “United Nations of World Energy for and by Business”.
It’s a place of conscious leadership, of deep listening and understanding- of subtlety and resolve.
But without a political or change agenda beyond it’s walls. It’s role is simply to serve it’s customers
and our world. Behind closed doors.
Concept “Dream-Team” (-2-)
Opportunities Advantages Dis-advantages
 Supports the Vision and
Mission: Energy for
Vibrant Sustainable
Societies.
 Instilling a new tone of
voice
 Dancing with the
Elephants
 A practice of conscious
leadership style
 Can be truly game-
changing
 Neutral
 Independent
 Relative hands-off (thus
safe)
 Open
 Can be done with
relative modest means
 Truly Altruistic
 If well done, can leverage
and have a significant
impact on global
outlook.
 New concept. Needs it’s
proof.
 Needs run-in time for
set-up and proper
realization
 Needs buy-in and trust
from its’ key target
group and customers.
 Needs first round (small)
funds in order to sustain
itself.
7 As per earlier shared organogram: staffed with best and brightest from around the globe.: United nations of
World Energy for and by Business.

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Concept “Power-House”
Statoil ( “’ Good Ideas are Welcome”) and GE (‘”works on things that matter”) announce a global, new,
exciting and innovative JV and partnership on Energy and Sustainability: The Power-House: to collaborate
and create the innovative solutions our world of energy needs: Sustainable and Affordable Energy For All.
A message which will resonate in the international energy markets- and which can become a leader in it’s
pact towards UN and industry sector.
The vision, sense of urgency and global energy (change) challenge as per the earlier shared position paper
is taken as it’s mission and sense of urgency- however and in this form -we are on our path to realize a new
business growth engine and solutions for the two collaborating business parties.
Just think and imagine what the combination of Statoil and GE can do:
Statoil can bring-in and provide it’s knowledge and competence of building and operating “best-in-class”
upstream and downstream oil & gas operations. The safety, quality, sustainability and energy efficiencies
that matter.
GE is second to none with it’s abilities and competence to create energy (power/ oil & gas) solutions that
matter. With it’s recent acquisition of Alstom Power Grid and Distribution it’s the world leader in it’s field. Of
innovation and integration of the power architectures.
Together they cover the whole energy value chain, the totality of an Energy Architecture on location.:
allowing the combination to bring solutions that make more economic wealth from energy, or maximizes
more sustained value from energy.
Building simply Energy Architectures – more sustainably.
Add to this Norway’s knowledge base of framing the legal- public/private partnerships which helps a society
and the creation of wealth from energy and human efforts, and combine this with the global outreach and
customer diplomacy of GE USA and Statoil Norway- and we’re off for “a winning streak”.
The combination Statoil and GE is exciting beyond belief.: together it can focus on the key and essential
step-changes and innovation break-throughs needed in our Energy Architectures. Globally, Regionally and
Nationally.
At home, in our established markets of the West, in the Oil & Gas Sector, as well in the developing and
emerging nations around the globe- craving for energy.
This Power-House JV combination can also, and if needed be an answer to China Energy Inc. It can
underpin and secure courtships with some key and important resource holding or craving nations such as
Russia, Middle-East, Africa, India, etc.
It can position itself as a highly sought-after commercial combination for new (offshore/onshore) licensing
rounds: as a country or government you gain next to exploration/production access to an imaginative and
working proposal for the full value chain: from well to wheel, from well to market/socket.
It can create manufacturing jobs on locations, it can help to elevate the whole energy architecture under one
umbrella and it can become truly world’s leader of integrating and bettering the energy returns on gas, oil

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and renewables. Balancing Energy with Energy with our Economies, Society needs and our growing respect
for Nature.
That’s what sustainability 2.0 is all about: It works.
Concept “Power-House” (-2-)
Opportunities Advantages Dis-advantages
 Mind-sets of Jeff/Helge
 Supports the Vision and
Mission: Energy for
Vibrant Sustainable
Societies.
 Creating a truly new
Engine for Growth
(between the two Joint-
venture parties)
 A practice of imagination
and shared business
innovation/opportunities:
- In the Oil & Gas
Sector
- Across Value Chain:
Full Energy
Architecture
- Geographic al and
Key Customer-centric
 Combining the best of the
two businesses- can be
truly game-changing
 Expansive and perhaps
exponential business
opportunities
 Simply done: within and
between the two
business leaders
 Hands-on Business
 Bringing New Solutions
and Services to the
Energy Market(s): Easy
to roadmap and plan
solution space.
 If well done, can
leverage and have a
significant impact on
bottom line.
 An answer from the
West
 Selective.
 Threat: too early, too
hard-nosed focus on
business : Time for
imagination of
opportunity?
 Threat: cultural
alignment needed?
 Failure to realize
significant “integrated”
or reciprocal value-
added/
 Imbalances in efforts or
values between the
working parties.

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Next steps:
Based on this first engagement and our earlier (informal) telcons- we are keen and interested to
agree next steps forwards with you.
To open-up our informal conversation (‘” meet & greet” with Helge/ Nikolai), to align our mutual
understanding on this initiative and to agree on our mutual intent and/or exclusivity and next forms
of work collaboration and roadmap ahead for shaping and stepping-up of this initiative.
To frame this innovation project.
The following possible and plausible (working) steps come to mind:
Visit to New York.- pre/post
Opportunity to mutually re-inforce each other’s mission. Feasibility screening and scouting of the
above two options. Sharing of insights and opportunity space. Helping hand in/to Helge’s mission
to his dialogues with/in CEO forum and engagement with UN representatives (Jeffrey Sachs) and
World leaders. Statoil engages us –as helping hands- in their mission to do well.
And-And / Either - Or
This proposal, as the earlier conversation and working papers are well received- and Statoil sees
benefit to pursue both conceptual frames with us. The business case presented, the expressed
and shared sense of urgency, the tone of voice and proposed approach, and the needs to step-up
and come with concrete and specific organisational forms in our world of energy for resolution are
clear and pressing.
Both conceptual frames- are seen as potentially interesting and worth pursueing:
So in brief: Statoil welcomes an “AND-AND”-development roadmap and approach.
The alternative is an Either-Or. In our further dialogue and conversation with Statoil, proposal is
made to focus and concentrate on one conceptual frame, only.
In both forms, and as Statoil wishes, Statoil (or we) can assume the leadership role over this
innovation initiative, with the other in a more in a supportive/ serving role. We are humble and open
for good working proposals.
(Small) Framing Team - for and between the relevant business partners
We proposed to continue to arrange for a 360 degrees working dialogue with various actors and

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stakeholders relevant to its conception and process8
.
Te set-up of a working group in and between the (relevant) parties for the further formation of this
innovation initiative would be a very welcome first milestone and stepping-up.
A combination of an Opportunity Framing workshop9
with more in-depth listening and visiting tour
with relevant parties within and outside Statoil and GE could be a great two-step approach in this
situational setting.
For example: an organised one or 2- day closed-doors workshop could bring much enthusiasm,
drive and spirit into raising the bar, and preparing the relevant business leaders to meet, connect
and accept that building this opportunity is possible, achievable and a majestical step forwards
Obviously- the first conceptual blueprints and plans (raison-d-etre, organization, business model,
etc.) for this House of Energy are available and can be used in this workshop for the community of
leaders to work with and decide on.
Hands-off support (sponsor)
An alternative to the above, could be a more hands-off sponsoring approach by Statoil. In this
case- Statoil agrees to the format and provides (financial and organizational) support to us for this
innovation and function in Norway.
8 As has been done and piloted by Energy For One World over the last 3 year or so.
9 Example of Typical Agenda – attached in attachment.

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Appendix 2: Agenda for The Opportunity Framing
(typical)

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