SHELL PLC

• ONE OF THE WORLD’S LARGEST INDEPENDENT ENERGY

COMPANIES
• FOUNDED IN 1897
• GLOBAL OIL AND GAS COMPANY (MULTINATIONAL)
• PRODUCES - CRUDE OIL
NATURAL GAS
NATURAL GAS LIQUIDS * (NGL)
 (* NATURAL GAS LIQUIDS ARE COMPONENTS OF
NATURAL GAS, THAT ARE SEPARATED FROM THE GAS
STATE IN THE FORM OF LIQUIDS. APPLICATIONS FOR
NGL’S CAN VARY WIDELY AND INCLUDE COOKING,
HEATING ETC.,)
• COUNTRY OF ORIGIN IS UK AND HEADQUARTERS IS IN
LONDON
• 86,000 EMPLOYEES IN MORE THAN 70 COUNTRIES
• 130 SHELL AND JOINT VENTURE TERMINALS IN 25
COUNTRIES (DEC 2021)
• 46,000 SERVICE STATIONS
• PROVIDES CUSTOMERS WITH FUEL PRODUCTS SUCH AS
PETROL AND GAS
• SELLS PRODUCTS AND SERVICES UNDER A NUMBER OF
BRAND NAMES (E.G. SHELL AND V-POWER)
• CUSTOMER FOCUSED ORGANIZATION (32 MILLION
CUSTOMERS WORLDWIDE AND MORE THAN 1 MILLION
COMMERCIAL AND INDUSTRIAL CUSTOMERS)
• HAS OPERATIONS IN EUROPE, ASIA, OCEANIA, AFRICA
AND AMERICAS
• ORGANIZED INTO 5 SEGMENTS
- INTEGRATED GAS
- UPSTREAM
- CHEMICALS
- OIL PRODUCTS
- CORPORATE
• MAIN COMPETITORS (TOTAL ENERGIES, PETROBRAS,
CHEVRON, EXXONMOBIL, BP, SAUDI ARAMCO, PETRO
CHINA AND MARATHON PETROLEUM)
• FINANCIALS
DEC 2020 DEC 2021
TURNOVER $ 180,503 MILLION $ 261,504 MILLION 44.8%
OPERATING
PROFIT ($ 25,741 MILLION) $ 27, 828 MILLION
NET PROFIT ($ 21,680 MILLION) $ 20,101 MILLION
TERMINOLOGY
1. CRUDE OIL – IS A RAW NATURAL RESOURCE THAT IS
EXTRACTED FROM THE EARTH AND REFINED INTO
PRODUCTS SUCH AS GASOLINE, JET FUEL AND OTHER
PETROLEUM PRODUCTS
2. NATURAL GAS – IS A FOSSIL FUEL ENERGY SOURCE. IT IS
FLAMMABLE
3. NATURAL GAS LIQUIDS (NGL’S) ARE HYDROCARBONS
COMPOSED EXCLUSIVELY OF CARBON AND HYDROGEN.
E.G. ETHANE, PROPANE, BUTANE ETC.,
4. IS NATURAL GAS LIQUIDS (NGL’S) AND LIQUEFIED
NATURAL GAS THE SAME?
WHEN NATURAL GAS IS COOLED TO MINUS 161°C IT
BECOMES A LIQUID AND CAN BE SOLD AS LNG, A FUEL
WITH DOMESTIC, INTERNATIONAL, INDUSTRIAL AND
TRANSPORTATION USES
5. LPG – LNG – WHAT IS THE DIFFERENCE?
LNG (LIQUEFIED NATURAL GAS) IS NATURAL GAS
(METHANE)
LPG (LIQUEFIED PETROLEUM GAS) IS MAiNLY PROPANE
AND BUTANE ALONE
6. WHAT ARE THE TWO TYPES OF LIQUEFIED GAS?
LIQUEFIED NATURAL GAS (LNG)
LIQUEFIED PETROLEUM GAS (LPG)
7. LPG IS CALLED LIQUEFIED GAS BECAUSE IT IS EASILY
TRANSFORMED INTO A LIQUID
8. LPG IS SOLD IN GAS BOTTLES (CYLINDERS)
LNG IS CONVEYED BY PIPELINE
WHAT ARE THE PRODUCTS OF SHELL?
1. GASOLINE
2. DIESEL
3. HEATING OIL
4. AVIATION FUEL
5. MARINE FUEL
6. LUBRICANTS
7. BITUMEN
WHAT IS LPG (LIQUEFIED PETROLEUM GAS) USED FOR?
1. HEATING OIL
2. ENGINE FUEL
3. FEED STOCK (PETROCHEMICAL OR CHEMICAL
INDUSTRIES)
WHAT IS NATURAL GAS USED FOR?
1. HEATING
2. GENERATING ELECTRICITY
3. PRODUCE THERMAL OUTPUT (ELECTRIC POWER
SECTOR)
4. INDUSTRIAL USE
WHAT IS GASOLINE FUEL USED FOR? (PETROL)
FOR VEHICLE ENGINES – FINISHED MOTOR GASOLINE FOR
RETAIL SALES AT FUELING STATIONS
WHAT IS DIESEL FUEL USED FOR?
DIESEL ENGINES – TRUCKS, TRAINS, BOATS, BARGES,
PUBLIC BUSES, FARM AND CONSTRUCTION EQUIPMENT
SHELL’S VISION STATEMENT
(INTERNATIONAL ENERGY COMPANY)
“AIMS TO MEET THE WORLD’S GROWING NEED FOR MORE
AND CLEARER ENERGY SOLUTIONS, IN WAYS THAT ARE
ECONOMICALLY, ENVIRONMENTALLY AND SOCIALLY
RESPONSIBLE”
SHELL’S PURPOSE (MISSION) STATEMENT)
“TO POWER PROGRESS TOGETHER BY PROVIDING MORE
AND CLEANER ENERGY SOLUTIONS.
WE BELIEVE THAT RISING STANDARDS OF LIVING FOR A
GROWING GLOBAL POPULATION ARE LIKELY TO CONTINUE
TO DRIVE DEMAND FOR ENERGY, INCLUDING OIL AND GAS,
FOR YEARS TO COME.
AT THE SAME TIME, THE NEED TO TACKLE CLIMATE
CHANGE MEANS THERE IS A GLOBAL TRANSITION UNDER
WAY TO A LOW-CARBON ENERGY SYSTEM”
SHELL – “CORE VALUES”
1. HONESTY
2. INTEGRITY
3. RESPECT FOR PEOPLE
SHELL BASES ITS
- GENERAL BUSINESS PRINCIPLES
- CODE OF CONDUCT
- CODE OF ETHICS
ON THESE CORE VALUE
 THE ASHRIDGE MISSION MODEL
(APPLIED TO SHELL)

"TO POWER PROGRESS BY PROVIDING

CLEANER ENERGY SOLUTIONS"

PURPOSE

STRATEGY MISSION VALUES

- ONE OF WORLD'S - HONESTY

LARGEST INDEPDENDENT - INTEGRITY
ENERGY COMPANIES BEHAVIOUR - RESPECT FOR PEOPLE
- ABILITY TO INNOVATE AND
ADAPT TO CHANGING STANDARDS
CUSTOMER NEEDS
- CUSTOMER FOCUSED
STRATEGY - GENERAL BUSINESS
- INTEGRATED BUSINESS PRINCIPLES
MODEL (KEY TO - CODE OF CONDUCT
DRIVING STRATEGY) - CODE OF ETHICS
CORPORATE STRATEGY OF SHELL PLC
1. MANUFACTURING AND SUPPLYING OIL PRODUCTS AND
SERVICES
2. CONSTANTLY ACHIEVING OPERATIONAL EXCELLENCE
3. CONDUCTING BUSINESS IN A SAFE, ENVIRONMENTALLY
SUSTAINABLE AND ECONOMICALLY OPTIMUM
MANNER
4. EMPLOYING A DIVERSE, INNOVATIVE AND RESULTS
ORIENTED TEAM, MOTIVATED TO DELIVER EXCELLENCE
 THE CULTURAL WEB DIAGRAM
(JOHNSON AND SCHOLES, 1992)
THE CULTURAL WEB
(APPLIED TO SHELL PLC)
1. STORIES
• ONE OF THE FIRST GLOBAL COMPANIES TO STATE
AND SHARE IT’S CULTURE AND BELIEFS (IN 1976)
• EMPLOYEES SUGGESTED THAT SHELL DID NOT
ALWAYS ACT IN AN “HONEST AND ETHICAL”
MANNER, IT HAD A LACK OF “REWARDS” FOR
PERFORMANCE AND A LACK OF EMPLOYEE
EMPOWERMENT
• THE GLOBAL BRAND (SHELL) WAS DEVELOPED
THROUGH ACQUISITIONS AND MERGERS
2. SYMBOLS
• BRAND NAME AND SYMBOL (SHELL AND THE
PECTAN)
• PECTAN IS SEEN ALONGSIDE DISTINCTIVE YELLOW
AND RED COLOURS
• MUSIC IS ADDED TO IT’S BRAND IDENTITY
• SHELL’S DEDICATED EXHIBIT AT THE MUSEUM OF
BRANDS
• SHELL HERITAGE ARCHIVE (HAGUE, HOLLAND)
• SHELL HERITAGE ART COLLECTION (UK)
3. RITUALS AND ROUTINES
• VALUES (HONESTY, INTEGRITY AND RESPECT FOR
PEOPLE)
• GENERAL BUSINESS PRINCIPLES (PROMOTING
TRUST, OPENNESS, TEAMWORK AND
PROFESSIONALISM, AS WELL AS PRIDE)
4. CONTROLS
• GENERAL BUSINESS PRINCIPLES, CODE OF CONDUCT
AND CODE OF ETHICS
• ALL EMPLOYEES ARE REQUIRED TO COMPLY WITH
THE “CORE VALUES” AND RELEVANT LAWS AND
REGULATIONS. (IN PARTICULAR, THE SHELL
“GENERAL BUSINESS PRINCIPLES”)
5. ORGANIZATION
• DIVERSE AND “INCLUSIVE CULTURE” WITHIN THE
COMPANY, WITH “RESPECT” FOR OTHERS
• BOARD OF DIRECTORS AND A CEO (RESPONSIBLE
FOR OPERATIONALIZATION OF STRATEGY
• EMPLOYEES WORKED WELL TOGETHER IN
DIFFERENT DIVISIONS/PARTS
6. POWER
• UNIFIED CORPORATE STRUCTURE UNDER A SINGLE
NEW HOLDING COMPANY, ROYAL DUTCH SHELL PLC
(IN 2005)
• BOARD OF DIRECTORS AND THE SENIOR
MANAGEMENT WIELD THE POWER OF MANAGING
THE ORGANIZATION
• NO SPECIFIC MENTION OF “INFORMAL
ORGANIZATION STRUCTURE” (ALTHOUGH IT MAY
BE PRESENT)
7. PARADIGM
• A DIVERSE AND “INCLUSIVE CULTURE”
• SHELL PRIDES ITSELF ON THE CULTURE IT HAS BUILT
WITHIN THE ORGANIZATION
• SHELL GENERAL PRINCIPLES (PROMOTING TRUST,
OPENNESS, TEAM WORK AND PROFESSIONALISM,
AS WELL AS PRIDE)
• CUSTOMER CENTRIC CULTURE (CUSTOMER AT THE
CENTRE OF EVERYTHING)
• NEGATIVE ASPECTS OF CULTURE (LACK OF HONESTY,
LACK OF ETHICS, LACK OF AGILITY, LACK OF
REWARDS)
NEGATIVE ASPECTS OF SHELL’S CULTURAL VALUES
(BASED ON RESEARCH INTO 1408 SHELL EMPLOYEES)
1. SHELL DID NOT ALWAYS ACT IN AN “HONEST” AND
“ETHICAL” MANNER
2. LACK OF “REWARDS” FOR PERFORMANCE
3. LACK OF EMPLOYEE “EMPOWERMENT”
4. LACK OF “AGILITY” (COULDN’T RESPOND QUICKLY AND
EFFECTIVELY TO CHANGES)
DEAL AND KENNEDY’S TAXONOMIES
OF ORGANIZATIONAL CULTURE

WHAT CULTURE TYPE CHARACTERIZES

SHELL?
MCKINSEY 7 S MODEL
MCKINSEY 7 S MODEL
(APPLIED TO SHELL PLC)
1. SHARED VALUES
• HONESTY
• INTEGRITY
• RESPECT FOR PEOPLE
• TEAMWORK
• PROFESSIONALISM
• TRANSPARENCY (OPENNESS)
2. STAFF
• 86,000 EMPLOYEES, AROUND ALL FIVE CONTINENTS
• RESULTS ORIENTED TEAM
• DIVERSE AND INNOVATIVE
• LACK OF REWARDS AND EMPLOYEE
EMPOWERMENT
• SAFE AND CARING ENVIRONMENT FOR LGBT+
• TO ACHIEVE A HIGHER REPRESENTATION OF
WOMEN LEADERS
3. SKILLS
• INNOVATIVE
• COLLABORATIVE
• CUSTOMER CENTRICITY
• CSR
• DIGITAL TECHNOLOGY
• R&D
• OIL AND GAS (EXPLORATION, PRODUCTION,
MARKETING)
4. STRUCTURE
• BOARD OF DIRECTORS (BOD’S)
• CEO
• NO SPECIFIC MENTION OF THE ORGANIZATIONAL
STRUCTURE

5. STYLE
• CUSTOMER CENTRIC LEADERSHIP STYLE
6. SYSTEMS
• POWERING PROGRESS INITIATIVE
• RESEARCH AND DEVELOPMENT SYSTEMS
• INTELLIGENT SYSTEMS (DELIVERING A
PERSONALIZED AND MORE CONVENIENT SERVICE)
• AI BASED SYSTEM (PERSONALIZES OFFERS TO
CUSTOMERS)
• CONNECTED FREIGHT (LINKS A NETWORK OF
RETAILERS, SUPPLIERS AND THIRD PARTY LOGISTICS
PROVIDERS)
• SHELL ACCUPORT (DIGITAL ORDERING AND
INVENTORY MANAGEMENT PRODUCT FOR SHIP
OWNERS)
• BLEND RIGHT TOOL (PRODUCT BLENDING BY
HELPING MANUFACTURERS)
7. STRATEGY
• TO ACCELERATE TRANSFORMATION INTO A
PROVIDER OF NET-ZERO EMISSION ENERGY
PRODUCTS AND SERVICES
• ACCELERATED STRATEGY WILL DELIVER VALUE TO
SHAREHOLDERS, CUSTOMERS AND WIDER SOCIETY
• TRUSTED BRAND TO GROW IN MARKETS WHERE
DEMAND FOR CLEANER PRODUCTS AND SERVICES
ARE REQUIRED
• INTEGRATED STRATEGY IN 2021, UNDER THE GOALS
OF POWERING PROGRESS
• THREE BUSINESS PILLARS (TO DELIVER THE
POWERING PROGRESS STRATEGY – GROWTH,
TRANSITION AND UPSTREAM)
• CSR STRATEGY (TO ACHIEVE NET ZERO EMISSIONS)
 COMPETITOR ANALYSIS (OIL & GAS COMPANIES)

COMPETITOR NO OF RANK REVENUE RANK

EMPLOYEES (2021) (BN)
1 TOTAL ENERGIES 101,309 2 $ 184.6 5
(FRENCH)
2 PETROBAS (BRAZIL) 45,532 7 $ 84.0 9
3 CHEVRON USA 42,595 8 $ 162.5 6
4 EXXONMOBIL (USA) 72,000 4 $ 276.7 3
5 BP (UK) 65,900 6 $ 157.7 7
 COMPETITOR NO OF RANK REVENUE RANK
EMPLOYEES (2021) (BN)
6 ARAMCO (SAUDI 68,493 5 $ 360.0 2
ARABIA)
7 PETRO CHINA 417,173 1 $ 381.42 1
(CHINA)
8 MARATHON (USA) 17,700 9 $ 120.0 8
9 SHELL (UK) 86,000 3 $ 261.50 4
 SUMMARY OF KEY COMPETITOR ANALYSIS
NAME OF FOUNDED & PURPOSE PRODUCTS &
COMPETITOR COUNTRY OF SERVICES
ORIGIN
TOTAL ENERGIES 1924 (FRENCH) BECOMES THE FUELS, NATURAL GAS,
(OIL & GAS OPERATES IN 130 RESPONSIBLE LOW-CARBON
MULTINATIONAL COUNTRIES ENERGY MAJOR ELECTRICITY
PETROBAS 1953 (BRAZIL) PROVIDES PETROCHEMICALS,
ENERGY THAT NATURAL GAS,
ENSURES ELECTRICITY, BIOFUEL,
PROSPERITY IN OIL PRODUCTS
AN ETHICAL,
SAFE AND
COMPETITIVE
WAY
 SUMMARY OF KEY COMPETITOR ANALYSIS
NAME OF FOUNDED & PURPOSE PRODUCTS &
COMPETITOR COUNTRY OF SERVICES
ORIGIN
CHEVRON 1879 (USA) “HUMAN ENERGY CRUDE OIL, NATURAL
(ENERGY AND BRANDS COMPANY” GAS, LUBRICANTS,
TECHNOLOGY • CHEVRON ACCESS TO ENERGY ADDITIVES,
CO) • TEXACO HELPS IMPROVE PETROCHEMICALS,
• CALTEX LIVES BY DRIVING GEOTHERMAL
HUMAN ENERGY, ELECTRICITY,
PROGRESS AND BIO FUELS
ENABLING THE
BENEFITS OF
MODERN SOCIETY
EXXONMOBIL 1999 (USA) ONE OF THE CRUDE OIL, NATURAL
(OIL & GAS BRANDS WORLD’S LARGEST GAS, PETROLEUM
COMPANY • ESSO PUBLICLY TRADED PRODUCTS,
AND ENERGY • EXXON ENERGY PETROCHEMICALS,
PROVIDER) • MOBIL PROVIDERS AND LUBRICANTS,
• EXXONMOBIL CHEMICAL CHEMICALS
CHEMICAL MANUFACTURERS
 SUMMARY OF KEY COMPETITOR ANALYSIS
NAME OF FOUNDED & PURPOSE PRODUCTS &
COMPETITOR COUNTRY OF SERVICES
ORIGIN
BRITISH 1909 (UK “REIMAGING ENERGY NATURAL GAS, CRUDE
PETROLEUM FOR PEOPLE AND OIL, PETROLEUM
(BP) OUR PLANET, WE PETROCHEMICAL
(OIL & PETRO- WANT TO HELP THE PRODUCTS
CHEMICAL WORLD REACH NET
COMPANY) ZERO AND IMPROVE
PEOPLE’S LIVES”
SAUDI 1933 (SAUDI) “COMMITTED TO PETROCHEMICALS,
ARABIAN OIL PLAYING A LEADING CRUDE OIL, NATURAL
COMPANY ROLE IN THE ENERGY GAS LIQUIDS,
(ARAMCO) TRANSITION. WE HYDROCARBONS
(INTEGRATED HAVE A
ENERGY AND RESPONSIBILITY TO
CHEMICALS HELP THE WORLD
COMPANY) ACHIEVE A NET ZERO
ECONOMY ……
 SUMMARY OF KEY COMPETITOR ANALYSIS
NAME OF FOUNDED & PURPOSE PRODUCTS &
COMPETITOR COUNTRY OF SERVICES
ORIGIN
PETROCHINA 1999 (CHINA) NOT STATED PETROLEUM RELATED
(LARGEST OIL PRODUCTS, SERVICES
AND GAS & RELATED
PRODUCER IN ACTIVITIES.
CHINA) (CHEMICALS, CRUDE
OIL, NATURAL GAS)
MARATHON 2009 (USA) SHARED VALUES ASPHALT, FEEDSTOCK,
PETROLEUM ASSOCIATED WITH PETROCHEMICALS,
CORP (MPC) “SAFETY AND INDUSTRIAL
(ENERGY CO ENVIRONMENTAL PETROLEUM
DEALING WITH STEWARDSHIP, PRODUCTS,
PETROLEUM INTEGRITY, RENEWABLE FUELS
PRODUCTS & RESPECT,
RENEWABLE INCLUSION AND
FUELS) COLLABORATION”
PETROCHEMICALS
A CHEMICAL OBTAINED FROM PETROLEUM AND NATURAL
GAS
MAJOR PETROCHEMICALS
• PROPANE
• ACETYLENE
• BENZENE
• ETHANE
• ETHYLENE
• METHANE
• HYDROGEN
WHAT ARE PETROCHEMICALS USED FOR?
THEY INCLUDE PLASTICS, FERTILIZERS, PACKAGING,
CLOTHING, DIGITAL DEVICES, MEDICAL EQUIPMENT,
DETERGENTS, TIRES
“STRATEGIC UNCERTAINTIES” FACING SHELL PLC
1. PANDEMICS SUCH AS COVID 19, RESULTING IN A
DRASTICALLY REDUCED DEMAND FOR FUEL AND HEAVY
RESTRICTIONS ON TRAVELLING AND SOCIAL
INTERACTION
2. WARS SUCH AS RUSSIA’S INVASION OF UKRAINE, THAT
HAS AFFECTED ENERGY SUPPLY IN EUROPE, RESULTING
IN SHORTAGES AND ACCOMPANYING PRICE RISES IN
THE GLOBAL MARKET FOR FUEL
3. REGULATIONS – RELATING TO CLEAN ENERGY AND
REDUCTIONS IN CARBON EMISSION LEVELS
4. CHANGING CUSTOMER DEMANDS, SUCH AS “CLEAN
ENERGY THAT HAS REDUCED CARBON EMISSIONS”
5. TAXES SUCH AS “WINDFALL” (ONE OFF) TAXES TO
REDISTRIBUTE HIGH PROFITS MADE BY ENERGY
COMPANIES, DUE TO RESTRICTED SUPPLY OF OIL AND
GAS FROM RUSSIA
6. TECHNOLOGICAL CHANGES SUCH AS DIGITAL
TECHNOLOGY, INTELLIGENT SYSTEMS, WHICH WILL
HAVE AN IMPACT ON R&D NEW PRODUCT
DEVELOPMENT ETC.,
SCENARIO PLANNING
SCENARIO MATRIX
MARKET SENSING
IS THE RESULT OF OBSERVATIONS AND EXPERIENCES IN A
MARKET AND ENVIRONMENT YOU ARE FAMILIAR WITH
METHODS OF MARKET SENSING
• TALKING TO FRIENDS, BUSINESS ACQUAINTANCES
• OBSERVATION
• INTERNET AND SOCIAL MEDIA
• PUBLICATIONS (BOOKS, RESEARCH PAPERS ETC.,)
• NETWORKING
 SHELL
- OIL AND GAS "INDUSTRY"
- ENERGY "BUSINESS"

* BIO FUELS CRUDE OIL

ADDICTIVES
NATURAL GAS

OIL AND GAS PETROCHEMICALS

(ENERGY)
LNG/LPG
LUBRICANTS

FUELS
(GASOLINE, DIESEL) GEOTHERMAL
ELECTRICITY
ENERGY

* ETHANOL AND BIO DIESEL

(TYPES OF BIO FUELS)
CORPORATE BRAND REPUTATIONAL ISSUES
1. FRIENDS OF THE EARTH
• SHELL SPENDS $ 22 MILLION ANNUALLY ON ANTI
CLIMATE LOBBYING (WHICH GOES AGAINST
POWERING PROGRESS AND PARIS CLIMATE
ACCORD)
• SHELL WAS INVOLVED IN BRIBING A FARMER
PETROLEUM MINISTER TO ACHIEVE AN OFFSHORE
OIL FIELD IN 2011
 • SHELL WAS AWARE FOR OVER 30 YEARS THAT ITS
ACTION WOULD CAUSE CATASTROPHIC CLIMATE
CHANGE (SHELL’S OWN FILM “CLIMATE CONCERN”)
• SHELL IS AVOIDING LIABILITY FOR EARTHQUAKE
RELATED DAMAGES IN NETHERLANDS
2. SHELL WAS ORDERED TO PAY NIGERIAN FARMERS $
16 MILLION IN COMPENSATION, FOR DAMAGE DONE
TO THE FARMING ENVIRONMENT
3. REPORTED THAT SHELL AVOIDS TAXES AND ACTUALLY
RECEIVED NET TAX REFUNDS IN BOTH UK AND
GERMANY IN 2016
4. CRITICISM WHEN SHELL’S CEO’S SALARY INCREASED BY
MORE THAN 50% TO NEARLY $ 10 MILLION
5. DISTRICT COURT IN THE HAGUE ORDERED SHELL TO
REDUCE IT’S GLOBAL CARBON EMISSIONS BY 45% BY
2030 (COMPARED WITH 2019 LEVELS)
SHELL PLC (SWOT ANALYSIS)
STRENGTHS
1. WELL ESTABLISHED MULTINATIONAL OIL AND GAS
COMPANY. (OPERATING IN ALL CONTINENTS)
2. GROUP OF ENERGY AND PETROCHEMICAL COMPANIES
3. 86,000 EMPLOYEES IN MORE THAN 70COUNTRIES
4. 130 SHELL AND JOINT VENTURE TERMINAL IN 25
COUNTRIES
5. 46,000 SERVICE STATIONS AND 12,400 CONVENIENCE
STORES
6. 32 MILLION CUSTOMERS WORLDWIDE AND MORE
THAN 1 MILLION COMMERCIAL AND INDUSTRIAL
CUSTOMERS
7. ONE OF THE WORLD’S LARGEST INDEPENDENT ENERGY
COMPANIES
8. ABILITY TO INNOVATE AND ADAPT TO CHANGING
CUSTOMER NEEDS
9. “CUSTOMER FOCUSED ORGANIZATION
10. 4TH LARGEST IN TERMS OF REVENUE IN 2021
11. CLEAR STRATEGIC DIRECTION (VISION, MISSIONS,
VALUES ETC.,)
12. ONE OF THE FIRST GLOBAL COMPANIES TO STATE AND
SHARE CULTURE (IN 1976)
13. “DIVERSE AND INCLUSIVE” WORKPLACE WITH
“RESPECT” FOR OTHERS
14. TRUSTED GLOBAL BRAND AND ONE OF THE WORLD’S
MOST RECOGNIZED LOGOS
15. “POWERING PROGRESS” – TO SUPPORT PARIS
AGREEMENT ON CLIMATE CHANGE
14. CLEAR CORPORATE GOALS THROUGH THREE BUSINESS
PILLARS (GROWTH, TRANSITION, UPSTREAM)
15. STRONG ASSETS (TOTAL, CURRENT, NON-CURRENT)
18. POSITIVE EPS IN 2021 AND GROWING IN TOTAL
EQUITY
19. POSITIVE CASH FLOW IN 2021
20. WELL DEVELOPED CSR POLICY
21. “SHELL GO+” CUSTOMER REWARDS PROGRAM
22. LEADING OIL AND GAS COMPANY BY BRAND VALUE
23. INTEGRATED BUSINESS MODEL – KEY TO DRIVING
STRATEGY
WEAKNESSES
1. SLOW IN “CORPORATE AGILITY” (RESPONDING QUICKLY
AND EFFECTIVELY)
2. LACK OF EMPLOYEE “EMPOWERMENT” AND
“REWARDS”
3. ISSUES RELATING TO HONESTY AND ETHICS
4. CORPORATE REPUTATIONAL ISSUES (AS HIGHLIGHTED
BY FRIENDS OF THE EARTH) – SPECIALLY RELATING TO
CLIMATE CHANGE
5. AVOIDS PAYMENT OF TAXES AND OBTAINED NET TAX
REFUNDS IN 2016
6. DISTRICT COURT IN THE HAGUE ORDERING SHELL TO
REDUCE GLOBAL CARBON EMISSIONS BY 45%
7. CEO’S SALARY INCREASE BY MORE THAN 50%
THREATS
1. GLOBALLY WELL ESTABLISHED COMPETITORS
2. REGULATIONS RELATING TO NET-ZERO EMISSIONS
3. PANDEMICS (E.G. COVID 19)
4. WARS (E.G. RUSSIA AND UKRAINE)
5. ENVIRONMENTAL LOBBY GROUP (E.G. FRIENDS OF THE
EARTH)
6. REQUIREMENT FOR OIL AND GAS COMPANIES TO
INVEST AN ESTIMATED $ 500 BILLION EACH YEAR, IN
ORDER TO SATISFY THE DEMAND OF THEIR PRODUCTS
7. THE NEED TO DEMONSTRATE CONSISTENT, POSITIVE
CASH FLOWS
8. “WIND FALL” (ONE OFF) TAXES, TO REDISTRIBUTE HIGH
PROFITS TO GOVERNMENTS
9. THE INCREASE IN ELECTRIC AND HYDROGEN CALL
VEHICLES
OPPORTUNITIES
1. TO TRANSITION TO A NET-ZERO EMISSIONS BUSINESS
BY 2050
2. TO COLLABORATE WITH THE SCIENCE BASED TARGET
INITIATIVE, TRANSITION PATHWAY INITIATIVE AND
OTHERS, TO DEVELOP STANDARDS FOR THE INDUSTRY
AND ALIGN WITH THEM
3. TO INCREASE CUSTOMERS TO 40 MILLION AT 55,000
RETAIL SITES (FROM 30 MILLION AT 46,000 SITES
TODAY)
4. TO INCREASE THE GROWTH OF GLOBAL ELECTRIC
VEHICLE (EV) NETWORK FROM MORE THAN 60,000
CHARGE POINTS TODAY TO AROUND 500,000 BY 2025
5. TO SELL 560 TERAWATT HOURS OF ELECTRICITY A YEAR
BY 2030, TO SERVE MORE THAN 15 MILLION RETAIL AND
BUSINESS CUSTOMERS WORLDWIDE AND A LEADING
PROVIDER OF CLEAN POWER-AS-A-SERVICE
6. INTENTION TO INVEST AROUND $ 100 MILLION A YEAR
IN HIGH QUALITY, INDEPENDENTLY VERIFIED
PROFITABLE PROJECTS (TO HELP CUSTOMERS MEET NET
ZERO EMISSIONS TARGETS)
7. TO BUILD ON THE LEADING POSITION IN HYDROGEN BY
DEVELOPED OWN INTEGRATED HYDROGEN HUBS IN
GERMANY, NETHERLANDS, CHINA, JAPAN, USA AND UK
(TO ACHIEVE A DOUBLE DIGIT SHARE OF GLOBAL
CLEAN HYDROGEN SALES)
8. TO POSITION THE “SHELL” BRAND TO BE A “ONE-STOP-
SHOP” FOR BOTHER CONSUMER AND BUSINESS
CUSTOMERS
9. TO EXTEND LEADERSHIP IN LIQUEFIED NATURAL GAS
VOLUMES AND MARKETS, WITH SELECTIVE
INVESTMENT IN COMPETITIVE LNG LNG ASSETS, TO
DELIVER MORE THAN 7 MILLION TONS PER ANNUM OF
NEW CAPACITY ON-STREAM BY THE MIDDLE OF THE
DECADE (ALSO TO OFFER CARBON-NEUTRAL LIQUEFIED
NATURAL GAS)
10. TO TRANSFORM SHELL’S REFINERY FOOTPRINT FROM
13 SITES TODAY TO SIX HIGH VALUE CHEMICALS AND
ENERGY PARKS AND REDUCE PRODUCTION OF
TRADITIONAL FUELS BY 55% BY 2030. (TO GROW
VOLUMES OF THE CHEMICALS PORTFOLIO AND
INCREASE CASH GENERATION FROM CHEMICALS BY
$ 1 – 2 BILLION A YEAR BY 2030)
11. CREATED NEW ENERGIES BUSINESS (IN 2016), TO
FOCUS ON EXPLORING AND DEVELOPING
COMMERCIAL OPPORTUNITIES IN RENEWABLE
ENERGY, SUCH AS WIND AND SOLAR
12. TO MEET INCREASING ENERGY NEEDS WHILE
REDUCING CARBON EMISSIONS
13. TO PARTICIPATE IN THE GLOBAL DRIVE TO PROVIDE
MORE AND CLEANER ENERGY SOLUTIONS
14. TO INVEST TIME AND ENERGY TO BUILD AND
MAINTAIN A STRONG BRAND
15. TO OVERCOME CORPORATE REPUTATIONAL ISSUES
AND ENHANCE CORPORATE IMAGE
16. TO IMPLEMENT THE “POWERING PROGRESS”
INITIATIVE TO TRANSITION THE BUSINESS TO NET
ZERO EMISSIONS AND ENHANCE PROFITABILITY
17. TO INCREASE THE NUMBER OF SERVICE STATIONS AND
CONVENIENCE STORES
13. TO REWARD CUSTOMER LOYALTY, THROUGH THE
CUSTOMER REWARD PROGRAM (SHELL GO+)
KEY STRATEGIC ISSUES
1. TO RESOLVE SOME OF THE CULTURAL ISSUES HIGH
LIGHTED IN THE RESEARCH STUDY OF SHELL
EMPLOYEES
2. TO TRANSITION TO BE A NET-ZERO EMISSIONS
BUSINESS
3. TO DELIVER TO SHAREHOLDERS, THE EXPECTED VALUE
4. TO MEET INCREASING ENERGY NEEDS WHILE
REDUCING CARBON EMISSIONS
5. TO DETERMINE THE ORGANIZATION’S RESPONSE TO
CLIMATE CHANGE
6. TO INVEST TIME AND ENERGY TO BUILD AND MAINTAIN
A STRONG BRAND
7. TO RESOLVE ISSUES THAT HAVE EFFECTED THE
CORPORATE BRAND REPUTATION
8. TO RESPOND TO CUSTOMER’S EVOLVING NEEDS
SPECIALLY TO DELIVER A PERSONALIZED AND MORE
CONVENIENT SERVICE)
9. TO ACHIEVE AND MAINTAIN A COMPETITIVE
ADVANTAGE IN A HIGHLY COMPETITIVE MARKET
10. TO PRODUCE MORE ENERGY AT LOWER COST
11. TO INVEST AN ESTIMATED $ 500 BILLION EACH YEAR,
IN ORDER TO SATISFY THE DEMAND FOR THEIR
PRODUCTS
12. TO DEMONSTRATE CONSISTENT, POSITIVE CASH FLOWS
13. TO GIVE CONSISTENT DIVIDENDS IN ORDER TO
ATTRACT AND RETAIN INVESTMENT
14. TO MAKE TECHNOLOGICAL IMPROVEMENTS
THROUGHOUT THE INDUSTRY’S VALUE CHAIN (TO
PURSUE MORE ENERGY AT LOWER COST WITH LESS
EMISSIONS)
15. TO MANAGE THE EFFECTS OF THE WAR (E.G.
MANAGING DEMAND AND SUPPLY OF OIL AND GAS)
CORPORATE SOCIAL RESPONSIBILITY (CSR)
POWERING PROGRESS INITIATIVE - SETS OUT A STRATEGY
TO ACCELERATE THE TRANSITION OF THE BUSINESS, TO
NET-ZERO EMISSIONS
IT IS DESIGNED TO INTEGRATE SUSTAINABILITY WITH THE
BUSINESS STRATEGY, TO “POWER PROGRESS” BY
PROVIDING MORE AND CLEANER ENERGY SOLUTONS
 COPORATE SOCIAL RESPONSIBILITY
(CSR)

CSR POLICY
(SHELL)

PROTECTING THE MAKING A POSITIVE

ENVIRONMENT CONTRIBUTION TO
REDUCING BIODIVERSITY
WASTE
CSR
CSR TARGETS
1. BIODIVERSITY
• INVEST IN NEW PROJECTS IN AREAS RICH IN
BIODIVERSITY
• THE COMPANIES NATURE-BASED SOLUTIONS
PROJECTS, WHICH PROTECT, TRANSFORM OR
RESTORE LAND
• SHELL WILL REPLANT FORESTS (ACHIEVING NET
ZERO DEFORESTATION FROM NEW ACTIVITIES)
 • NOT TO EXPLORE FOR OR DEVELOP, OIL AND GAS
RESOURCES IN NATURAL AND MIXED WORLD
HERITAGE SITES
2. WATER
• REDUCING FRESH WATER CONSUMPTION BY 15% BY
2025 COMPARED WITH 2018 LEVELS (IN AREAS
WHERE THERE IS HIGH PRESSURE ON FRESH WATER
RESOURCES)
3. CIRCULAR ECONOMY AND WASTE
(AIMING FOR ZERO WASTE BY REDUCING WASTE
GENERATED, INCREASING REUSE AND RECYCLING)
• INCREASE THE AMOUNT OF RECYCLED PLASTIC IN
PACKAGING TO 30% BY 2030
• ENSURE THAT THE PACKING USED FOR PRODUCTS IS
REUSABLE OR RECYCLABLE
• TO USE ONE MILLION TONNES OF PLASTIC WASTE A
YEAR IN THE GLOBAL CHEMICALS PLANTS BY 2025
4. AIR QUALITY
• REDUCING EMISSIONS FROM OPERATIONS
• PROVIDING CLEANER WAYS TO POWER TRANSPORT
AND INDUSTRY
5. COLLABORATION AND REPORTING
• INCLUDING IN PURCHASING POLICIES TO REFLECT
ENVIRONMENTAL FRAMEWORK, ENERGY
EFFICIENCY, MATERIALS EFFICIENCY AND
SUSTAINABILITY OF PRODUCTS (SUPPLY CHAIN)
• TRANSPARENTLY REPORT EXTERNAL PERFORMANCE
IN ITS ANNUAL SUSTAINABILITY REPORT
6. POWERING LIVES
• TO PROVIDE RELIABLE ELECTRICITY TO 100 MILLION
PEOPLE IN EMERGING MARKETS BY 2030
• TO ACHIEVE
• 30% REPRESENTATION OF WOMEN IN ITS TOP
1,400 LEADERS BY THE END OF 2021
35% BY 2025 AND 40% BY 2030 (COMPARED
WITH 27.8 % AT THE END OF 2020)
• COMMITMENT TO MAKING THE GLOBAL NETWORK
OF SERVICE STATIONS MORE INCLUSIVE AND
ACCESSIBLE TO CUSTOMERS WITH PHYSICAL
DISABILITIES (BY 2030)
• PROVIDE A SAFE, CARING AND INCLUSIVE
ENVIRONMENT FOR LGBT + STAFF
THE TRIPLE BOTTOM LINE

THE TRIPLE BOTTOM LINE APPLIED IN

CONTEXT BY JOHN ELKINGTON IN (1997).
 TBL
(TRIPLE BOTTOM LINE)

PEOPLE PROFIT
"POWERING LIVES"
PLANET
PEOPLE – “POWERING LIVES”
• SERVICE STATIONS ACCESSIBLE TO CUSTOMERS WITH
PHYSICAL DISABILITIES
• SAFE ENVIRONMENT FOR LGBT+
• RELIABLE ELECTRICITY TO PEOPLE IN EMERGING
MARKETS
• INCREASING REPRESENTATION OF WOMEN IN
LEADERSHIP
PLANET
• REDUCING EMISSIONS FROM OPERATIONS
• REDUCING FRESH WATER CONSUMPTION
• REPLANTING FORESTS
• PRESERVE MIXED WORLD HERITAGE SITES
• PROTECT AND RESTORE LAND
• INCREASE THE AMOUNT OF RECYCLED PLASTIC
• PACKAGING USED FOR PRODUCTS IS REUSABLE AND
RECYCLABLE
PROFIT
• POWERING PROGRESS INITIATIVE (TRANSITION THE
BUSINESS TO NET-ZERO EMISSIONS, IN STEP WITH
SOCIETY AND PROFITABILITY)
WHAT IS BIODIVERSITY
BIODIVERSITY IS ALL THE DIFFERENT KINDS OF LIFE YOU’LL
FIND IN ONE AREA – THE VARIETY OF ANIMALS, PLANTS,
FUNGI AND EVEN MICRO ORGANISMS LIKE BACTERIA,
THAT MAKE UP OUR NATURAL WORLD
EACH OF THESE SPECIES AND ORGANISMS WORK
TOGETHER IN ECOSYSTEMS, LIKE AN INTRICATE WEB, TO
MAINTAIN BALANCE AND SUPPORT LIFE
WHAT IS MEANT BY CIRCULAR ECONOMY?
THE CIRCULAR ECONOMY IS A MODEL OF PRODUCTION
AND CONSUMPTION, WHICH INVOLVES SHARING,
LEASING, REUSING, REPAIRING, REFURBISHING AND
RECYCLING EXISTING MATERIALS AND PRODUCTS AS LONG
AS POSSIBLE. IN THIS WAY, THE LIFE CYCLE OF PRODUCTS IS
EXTENDED
 SHELL PLC
(STAKEHOLDER MAP)
REGULATORY
BODIES COMPETITORS GOVERNMENTS

SHAREHOLDERS
EMPLOYEES
FINANCIAL
INSTITUTIONS BOARD OF
TOYOTA
MOTOR CO DIRECTORS
STRATEGIC
ALLIANCE
PARTNERS SUPPLIERS

MEDIA INTERMEDIARIES
ENVIRONMENTAL
CUSTOMERS
LOBBY GROUPS
STAKEHOLDER GROUP DESCRIPTION
INTERMEDIARIES DISTRIBUTORS, DEALERS

COMPETITORS 8 MAJOR COMPETITORS

SUPPLIERS RAW MATERIALS, COMPONENTS ETC.

EMPLOYEES CURRENT & POTENTIAL

BOARD OF DIRECTORS CHAIRMAN, DIRECTORS

GOVERNMENT IN ALL OPERATING MARKETS

REGULATORY BODIES EMISSION CONTROLS, SAFETY AND HEALTH ETC

CONSUMERS/CUSTOMERS B2C AND B2B

FINANCIAL INSTITUTIONS BANKS

SHAREHOLDERS GLOBAL INVESTORS

MEDIA OFFLINE AND DIGITAL

LOBBY GROUPS ENVIRONMENT LOBBY GROUPS ETC.

 STRATEGIC ALLIANCES SUMMARY
ALLIANCE PARTNER DETAILS
BG GROUP ACQUISITION IN 2015/16; A UK OIL
AND GAS PRODUCTION COMPANY
SONNEN GROUP ACQUIRED IN 2019; PROVIDES
RESIDENTIAL CUSTOMERS A SMART
SYSTEM THAT ALLOWS THEM TO
GENERATE ENERGY THROUGH SOLAR
PANELS
GAZPROM RUSSIAN STATE OWNED ENERGY
CORPORATION (EXIT IN FEB 2022)
 STRATEGIC ALLIANCES SUMMARY
ALLIANCE PARTNER DETAILS
NORTHERN LIGHTS ]
(NORWAY) CARBON CAPTURE AND STORAGE
QUEST (CANADA) ] (CCS) PROJECTS
PORTHOS (NETHERLANDS) ]
SCIENCE BASED TARGETS DEVELOP STANDARDS FOR THE
INITIATIVE, TRANSITION INDUSTRY
PATHWAY INITIATIVE
 MENDELOW MATRIX
(APPLIED TO SHELL PLC)

MINIMAL EFFORT KEEP INFORMED

- EMPLOYEES
LOW - MEDIA
- SUPPLIERS

POWER
KEY PLAYERS
KEEP SATISFIED
- GOVT'S - BOARD OF DIRECTORS
- REGULATORY - COMPETITORS
BODIES - SHAREHOLDERS
- LOBBY GROUPS - INTERMEDIARIES
HIGH - CONSUMERS/CUSTOMERS
- STRATEGI ALLIANCE
PARTNERS
- FINANCIAL INSTITUTIONS

LOW HIGH

LEVEL OF INTEREST
VALUE CHAIN
SHELL PLC
VALUE CHAIN
SUPPORT ACTIVITIES
1. FIRM INFRASTRUCTURE
• HEADQUARTERS IN UK
• SHELL JOINT VENTURE TERMINALS
• SERVICE STATIONS
• GROUP OF ENERGY AND PETROCHEMICAL
COMPANIES
• SHELL HERITAGE ARCHIVE
• CONVENIENCE STORES
• REGIONAL HEADQUARTERS
• GLOBAL ELECTRIC VEHICLE (EV) NETWORK OF MORE
THAN 60,000 CHARGE POINTS
• SIX HIGH VALUE CHEMICAL AND ENERGY PARKS
2. HUMAN RESOURCE MANAGEMENT
• 86,000 EMPLOYEES
• GENERAL BUSINESS PRINCIPLES, CODE OF CONDUCT,
CODE OF ETHICS
• DIVERSITY AND INCLUSION
• TEAM WORKING
• LACK OF REWARDS AND EMPLOYEE EMPOWERMENT
• GOALS OF “POWERING PROGRESS”
3. TECHNOLOGY DEVELOPMENT
• NATURE BASED SOLUTIONS (NBS)
• DEVELOPING OWN INTEGRATED HYDROGEN HUBS
• MANAGING CLEAN ELECTRONS (CLEAN-POWER-AS-
A-SERVICE)
• INVESTMENTS IN R&D (E.G. SULPHUR SOLUTIONS)
• DIGITAL TECHNOLOGY
• INTELLIGENT SYSTEMS
• AI BASED SYSTEM (E.G. SHELL GO +, CUSTOMER
REWARD PROGRAM)
• CONNECTED FREIGHT (E.G. B2B LOGISTICS DATA)
• BLENDRIGHT TOOL FACILITY (HELPS IN PRODUCT
BLENDING)
• MACHINEMAX (HELPS CUSTOMERS TRACK AND
MANAGE HEAVY EQUIPMENT)
• SHELL ACCUPORT (DIGITAL ORDERING AND
INVENTORY MANAGEMENT PRODUCT FOR SHIP
OWNERS)
4. PROCUREMENT
• EQUIPMENT (OIL AND GAS EXPLORATION AND
MANUFACTURING)
• SPARES
• RAW MATERIALS
• PURCHASING POLICIES TO REFLECT
ENVIRONMENTAL FRAMEWORK (TAKE ENERGY,
MATERIAL AND SUSTAINABILITY EFFICIENCY OF
PRODUCTS INTO CONSIDERATION IN ITS
PURCHASES
SHELL PLC
VALUE CHAIN
PRIMARY ACTIVITIES
1. INBOUND LOGISTICS
• ALL INPUTS REQUIRED TO PRODUCE VALUE ADDED
OIL AND GAS RELATED PRODUCTS (THROUGH
PROCUREMENT)
2. OPERATIONS
• PRODUCTION OF OIL AND GAS RELATED PRODUCTS
AND BY PRODUCTS (130 SHELL AND JOINT VENTURE
TERMINALS IN 25 COUNTRIES)
• MANUFACTURE OF A RANGE OF BRANDS (E.G.
SHELL AND V-POWER)
• USING AI AND DIGITAL TECHNOLOGY FOR
MANUFACTURING PRODUCTS/SERVICES
• INTEGRATED HYDROGEN HUBS
3. OUTBOUND LOGISTICS
• 46,000 SERVICE STATIONS
• 60,000 ELECTRIC VEHICLE (EV) NETWORK
• 12,400 CONVENIENCE STORES
• GLOBAL DISTRIBUTOR/DEALER NETWORK
• E COMMERCE FACILITY
• “CONNECT FREIGHT” (LOGISTICS)
4. MARKETING AND SALES
• DIGITAL COMMUNICATION
• OFFLINE/TRADITIONAL COMMUNICATION
• SHELL GO+ (CUSTOMER REWARD PROGRAM)
• PERSONALIZED AND MORE CONVENIENT SERVICE
(THRO’ INTELLIGENT SYSTEMS)
• CUSTOMER CENTRIC CULTURE
• TECHNICAL SUPPORT SERVICES (PRE SALES AND
AFTER SALES)
• TRUST BRAND EQUITY
• 100 MILLION CONSUMER CUSTOMERS AND OVER
01 MILLION BUSINESS CUSTOMERS
• FIVE SEGMENTS (OPERATIONAL PURPOSES)
5. SERVICE
• PRESALES AND AFTER SALES SERVICE
• PERSONALIZED AND MORE CONVENIENT SERVICE
• “ONE-STOP-SHOP”
• AIM IS TO ENGENDER TRUST AND LOYALTY
AMONGST ITS CUSTOMERS