麻豆传媒

Navigating the energy transition is no easy task for any business. Digital technologies can help address these challenges, as Daria explains in this 鈥淗ow I Make Every Molecule Matter鈥� interview.

Daria Luczyn is the Digital Manager at Shell Catalysts & Technologies. We met with her to discuss her career journey, from managing complex projects to championing digital transformation and systems thinking, and to learn how her technical expertise helps support Shell鈥檚 role in the energy transition. Alongside her focus on digital innovation, Daria is also passionate about fostering diversity, equity and inclusion (DE&I) to unlock the full potential of diverse teams.

1. You鈥檝e been with Shell for more than two decades, gaining a wealth of experience across diverse roles. Can you tell us a bit more about your journey and how it鈥檚 led to where you are now in your career?

Before starting my career at Shell, I built a strong foundation in project controls. I brought this expertise with me, helping multinational project teams navigate conflicts and collaborate more effectively. The diversity of thought and cultural backgrounds I encountered was both fascinating and eye-opening. It taught me that different approaches aren鈥檛 inherently wrong 鈥� they鈥檙e simply different.

For example, some teams operated within structures where decisions required multiple layers of approval. Others embraced a more flexible approach, empowering everyone to contribute equally to the decision-making process. These contrasting styles often created tension, but I was able to identify the root of the conflict. By fostering mutual understanding, I helped the teams recognise the unique strengths and value in each approach, turning a potential source of frustration into an opportunity for growth and collaboration.

It was when I transitioned into a group integrating project information with finance, contracts and procurement that I discovered my passion for data, standardisation and efficiency. I realised that doing things consistently and optimising our processes could significantly enhance our effectiveness and speed.

Following this, I moved into the technology group, where I discovered a brilliant, open-minded group of people adept at identifying and solving problems. This experience reignited my passion for innovation and showed me the value of being surrounded by diverse thinkers. And, today, this is even more critical 鈥� given the challenges posed by the energy transition, which will require us to appreciate diverse viewpoints and embrace different leadership styles.

Now, in my current role as Digital Manager at Shell Catalysts & Technologies, I鈥檓 responsible for developing and maintaining our digital offerings. One of these is CATCheck Connect^TM, a digital platform that remotely monitors our customers鈥� process units. This is an interesting tool because it builds on the long-standing success of the original CATCheck platform, which has been used for decades at Shell and non-Shell refineries worldwide. While the original tool was effective, it lacked connectivity. With CATCheck Connect, we鈥檝e introduced additional functionality such as advanced data analytics, automated data gathering and cloud-based functionality, which means our customers can benefit from real-time optimisation of their unit.

2. With newer technologies like artificial intelligence (AI) becoming more popular, it feels like industries are undergoing major transformations. From your perspective, how might this impact the energy sector?

The surge in digital technologies is bringing major changes across industries, and the energy sector is no exception. It鈥檚 such an exciting time for us because these technologies offer amazing opportunities not only to optimise operations and enhance safety, but also to accelerate the energy transition.

For Shell Catalysts & Technologies, offering digital solutions alongside our core products has become essential for maintaining our competitiveness in this rapidly changing industry. Our customers expect innovative solutions. By using digital technologies, we can deliver more value while supporting our customers in navigating the unique challenges posed by a transforming world.

AI and other digital technologies are crucial to advancing the energy transition, because as we shift towards more sustainable energy sources, the complexity of our operations increases. AI can help us manage this complexity and vastly improve our ability to handle large amounts of information.

For instance, with the original CATCheck tool, data collection and sharing used to be infrequent and cumbersome, involving manual downloads, emails, and delays due to personnel availability. Now, with CATCheck Connect, we鈥檝e automated data collection and use AI algorithms to analyse that data quickly and accurately. As a result, reports and analyses can be generated within an hour, which vastly improves response times for our customers.

3. Could you give us some more examples of Shell鈥檚 digital innovations?

Sure. Shell is continuously experimenting with a range of novel ideas to help us deliver what our customers would like from us. Whether it鈥檚 using AI, generative AI, virtual reality or another digital technology 鈥� these tools are simply the means of delivering the solution.

An exciting development is our use of virtual reality (VR) for health, safety, security and environment (HSSE) training. VR immerses employees and contractors in simulated scenarios without real-world risks, which makes training safe and allows for more engaging and effective exercises. It also helps us train larger groups more efficiently than traditional methods 鈥� a fantastic way to prepare teams for situations they might encounter on the job.

We鈥檙e also using generative AI to create virtual subject matter experts (SME). These AI-powered assistants access information from across our extensive internal resources, including documents, procedures and best practices. Employees can interact with these virtual SMEs to get quick answers to their questions, along with references to the source materials. It鈥檚 similar to having a knowledgeable specialist available at any time, which greatly enhances our ability to share knowledge.

4. What approach do you use to solve complex challenges? Can you give us any examples?

When tackling complex challenges, I firmly believe in the power of systems thinking 鈥� it allows us to focus on the big picture and understand how different elements within a system interact and influence one another.

We start by deeply understanding the actual problem and ensuring we鈥檙e addressing the right issue by exploring the context and asking probing questions. Then we map out all the elements of the system and their interconnections to identify stakeholders, understand their perspectives and consider cultural differences to see how one part affects another. And by combining this systems-thinking approach with scenario planning and the theory of change, we can anticipate and successfully plan for future changes.

A practical example of this is my involvement with Shell鈥檚 NXplorers programme, which was initially developed to teach young people how to use these approaches to solve complex problems. Recognising its value, we expanded it into NXplorers Pro for Shell employees and even external partners like universities and other companies.

Throughout this process, we encourage an open mindset. As Albert Einstein famously said, 鈥淵ou cannot solve a problem with the same mindset that created it.鈥� By stepping back and challenging our assumptions, we鈥檙e more likely to come up with innovative solutions that aren鈥檛 just incremental improvements, but transformative changes.

In my current role, I apply this approach daily. Whether I鈥檓 developing digital products or collaborating with cross-functional teams, systems thinking helps me navigate complexity and find effective solutions. It also fosters collaboration by bringing together diverse perspectives and breaking down silos, which leads to a more engaging, inclusive problem-solving process. It鈥檚 incredibly rewarding to see how a holistic view can unlock novel solutions, especially during this critical period of the energy transition.

5. You鈥檝e touched on diversity, equity, and inclusion (DE&I) already, but could you expand on how you became interested in this? Can you tell us about any other initiatives you have been involved with?

Both of my parents were working engineers, so I grew up in an environment where it was never questioned that girls could do well in STEM subjects. I was encouraged to pursue a career and didn鈥檛 really experience traditional gender stereotypes at home.

But when I left home and began my career, I noticed that not all women shared this experience. Many women faced expectations that prioritised staying at home to raise a family instead of pursuing their professional ambitions. This prompted me to explore why these disparities exist.

At Shell, I became involved with the gender balance employee resource group, WE in Shell NL which aims to achieve gender balance and equity in the workplace. In 2018, we conducted research on female attrition, or the gradual loss of women from the workforce. While many people believe family responsibilities are the main reason for this, our research shows this is actually a misconception. The real reasons were a lack of sponsorship, recognition and growth opportunities compared with male colleagues 鈭� all factors within the control of the employing companies.

We proposed solutions like 鈥渕icroburst projects,鈥� which are short-term, impactful assignments designed to increase visibility and provide women with opportunities for advancement.

Another initiative I鈥檓 particularly passionate about is the 鈥淛oin the Journey鈥� event that I co-organised at Energy Transition Campus Amsterdam (ETCA). This event was scheduled to coincide with International Mental Health Day and International Coming Out Day. The goal was to encourage participants to reflect on their personal and organisational journeys towards embracing diversity and promoting equity and inclusion.

With approximately 100 participants from more than 20 companies, the event was a fantastic opportunity to share experiences and learn from one another. We held several panel discussions and workshops that explored DE&I subjects and provided practical strategies for fostering inclusive workplaces.

My passion for DE&I is also driven by personal connections. Coming from a region where the LGBTQ+ community has faced discrimination, I've seen first-hand how difficult it can be for individuals to come out, including within my own family. These experiences have reinforced my belief that everyone deserves to be their authentic self without fear of judgement or exclusion.

Ultimately, I believe that fostering diversity, equity and inclusion isn鈥檛 just the right thing to do 鈥� it鈥檚 essential for innovation and problem-solving. When people feel valued and included, they鈥檙e more engaged and can contribute their best ideas. This diversity of thought is crucial, especially as we navigate complex challenges like the energy transition. By empowering all individuals to be themselves, we create a richer, more dynamic environment where everyone can thrive.

6. What sets Shell Catalysts & Technologies apart when it comes to digital offerings?

We view digital technology not as an add-on but as an integral part of the value we deliver to our customers.

But I believe what truly sets us apart is our commitment to innovation driven by a culture of open-mindedness and diversity, which fuels creative thinking. We encourage experimentation with cutting-edge technologies and continuously invest in this work. This culture is essential as we navigate the complexities of the energy transition, where traditional approaches may not suffice.

In essence, Shell Catalysts & Technologies stands out because we combine innovative digital technologies with our deep industry expertise, all while keeping our customers at the heart of everything we do.