We are a global group of energy and petrochemical companies with an average of 86,000 employees in more than 70 countries. We use advanced technologies and take an innovative approach to help build a sustainable energy future. Our operations are divided into our businesses: Upstream, Integrated Gas and New Energies, Downstream. Our Projects & Technology organization manages the delivery of Shell's major projects and drives our research and innovation.
Our Upstream organization manages the exploration for and extraction of crude oil, natural gas and natural gas liquids. It also markets and transports oil and gas, and operates the infrastructure necessary to deliver them to the market.
Our Integrated Gas organization manages our liquefied natural gas (LNG) activities and the production of gas-to-liquids (GTL) fuels and other products. It includes natural gas exploration and extraction, when contractually linked to the production and transportation of LNG, and the operation of the upstream and midstream infrastructure necessary to deliver gas to market. It markets and trades natural gas, LNG, crude oil, electricity, carbon-emission rights and sells LNG as a fuel for heavy-duty vehicles and marine vessels.
In New Energies, we are investing in opportunities where we believe sufficient commercial value is available. We focus on new fuels for transport, such as advanced biofuels, hydrogen and charging for electric vehicles; and power, including from low-carbon sources such as wind and solar as well as natural gas.
Our Downstream organisation manages different Oil Products and Chemicals activities as part of an integrated value chain, including trading activities, that turns crude oil and other feedstocks into a range of products which are moved and marketed around the world for domestic, industrial and transport use. The products we sell include gasoline, diesel, heating oil, aviation fuel, marine fuel, biofuel, lubricants, bitumen and sulphur. In addition, we produce and sell petrochemicals worldwide. Our Downstream organisation also manages oil sands activities.
Our Projects & Technology organization manages the delivery of our major projects and drives research and innovation to develop new technology solutions. It provides technical services and technology capability for our Integrated Gas, Upstream and Downstream activities. It is also responsible for providing functional leadership across Shell in the areas of safety and environment, contracting and procurement, wells activities and greenhouse gas management.
Carel van Bylandtlaan 16, 2596 HR The Hague, The Hague, Netherlands
In 1833, Marcus Samuel decided to expand his London business. He already sold antiques but decided to try selling oriental seashells as well, capitalising on their popularity in the interior design industry at that time.
When Marcus Samuel senior died he passed the business on to his two sons, Marcus junior and Samuel, who began to expand it.
they became particularly interested in the oil exporting business but shipping still posed a problem as oil was carried in barrels which could leak and took up a lot of space.
To solve the problem, they commissioned a fleet of steamers to carry oil in bulk, including the Murex which, became the first oil tanker to pass through the Suez Canal.
The Shell brand created and painted their cans bright red. The tactic worked and, their kerosene trade was earning more than all their other businesses combined.
The decision was taken to merge Shell Transport and Trading Company with Royal Dutch and form the Royal Dutch Shell Group.
Use of motor cars and demand for petrol increased. Shell fuelled the first trans-Atlantic flight made by Alcock and Brown.
In 1929, founded Shell Chemicals to advance the refinement of chemicals from oil.
All Shell tankers came under Government control, including the flying ace Douglas Bader who worked in the aviation department of Asiatic Petroleum before joining the RAF.
The first commercially viable offshore well was drilled in the Gulf of Mexico and within 8 years the company had over 300 such wells.
New discoveries were also made in Borneo and the Niger Delta, and commercial production of oil in Nigeria.
The closure of the Suez Canal for eight years confirmed the wisdom of Shell’s decision to invest in super tankers.
Shell began to grow through acquisitions. In 1986 the oil price collapsed with the price of a barrel of oil falling from $31 to $10 over the winter.
Shell opened the world’s first commercial GTL plant in Bintulu, Malaysia, a pioneering step that set the stage for the increasing role this fuel would play over the next decade.
The company completed Pearl GTL, in Qatar, the world’s largest source of GTL products.
Production started at Shell’s Stones field, the world’s deepest oil and gas project.
Prelude, the world’s biggest floating liquefied natural gas facility, sailed 5,800 kilometres from a shipyard in South Korea to its new home in Western Australia.
Shell is an active player in and has embraced the transformation of the energy system
The immediate post-war years were some of the toughest Shell had yet faced.
Shell's target is to become a net-zero emissions energy business by 2050, in step with society's progress in achieving the goal of the UN Paris Agreement on climate change.
Chief Human Resources & Corporate Officer
Projects & Technology Director
Chief Financial Officer
BEN VAN BEURDEN
Chief Executive Officer
Integrated Gas, Renewables and Energy Solutions Director
At Shell, we share a set of core values - honesty, integrity and respect for people - which underpin all the work we do. The Shell General Business Principles, Code of Conduct and Ethics and Compliance Manual help everyone at Shell act in line with these values and comply with relevant laws and regulations.
As a global Shell business, we have in place stringent Health, Safety and Environmental (HSE) standards.