PMS: END TERM

PROJECT
COMPANY: S H E L L
PR ESENTED BY: G ROUP 2
 SHELL ENERGY
TRANSITION STRATEGY

Tackling climate change is the biggest challenge the world faces today. The
company's Powering Progress strategy, which they launched in February 2021, sets
out how Shell can and must play a leading role in helping society to meet that
challenge.

ULTIMATE GOAL: To become a NET-ZERO ENERGY BUSINESS BY 2050

2030 MILESTONES: To accelerate the transition to Net-Zero emissions via

Operational Efficiency
Low-Carbon Power
Natural Gas Shift
Low Carbon Fuels (biofuels)
 What does it plans ?

1 ALI GN THE T AR GET S WITH TH E P A RIS

AGR EEMENT

2 DECARBONI S AT I O N S TRA TE GY
S t akehol der i den ti f i c a ti o n : Cus t omers , Empl oyees.
Customer: T h i s i s wh ere t h e grea t es t con t ri b ut io n to the ener g y tr a nsitio n ca n
be made, by i n c rea s i n g s a l es of l ow-ca rb on en er g y p r o d u cts a nd ser v ices.
Emp l o yees: Th ey wi l l c h a n ge t h e mi x of en er g y p r o d u cts they sel l to their
cus tomers as th ei r n eeds f or en ergy ch a n ge.
Low- and z ero- c a rbon p rod uct s a n d s ol ut i on s t o a v o id , r ed u ce a nd m itig a te
emi ssi ons f rom en erg y u s e
I nt r oduci ng s ec tor- ba s ed b us i n es s es a ccoun t a b l e f o r d r iv ing d eca r b o nisa tio n
3 R ES TRUCTUR I N G T H E ORGA N ISA TIO N

I ncl usi on of TRANSI TI ON PI L L AR , to p rovi de sus ta i n a bl e ca s h f l ow a n d gi v e

t he asset i nf ra s truc ture t o s upport t h ei r i n v es t m ents in their g r o w th b u siness.

4 CAPI TAL RE - AL L O CAT I O N

S et ti ng carbon budg ets for a l l t h ei r b us i n es s es w hich w il l hel p to d r iv e

i nv estment d ec i s i on s wh i ch wi l l i n t urn d ri v e d ow n the em issio ns.

5 MER GERS A N D ACQU I SITIO N

The y have f ormed a s trat egi c a l l i a n ce wi t h M i cr o so f t w hich incl u d es w o r king

t og ether on di g i ta l tec hn ol ogi es t h a t h el p S h el l a nd its sta keho l d er s m a na g e
and r educe t h ei r c a rbon f oot pri n t s .
Par tner wi th c us tomers t o i d en t i f y a n d pi l ot d eca r b o nisa tio n so l u tio ns
Par ti ci pate i n s ec tora l c o a l i t i on s t o a ccel era t e d eca r b o nisa tio n p a thw a ys
 PROPOSED PLAN OF ACTION

HIRING THE
RE-DESIGN KPI
LEARNING AND
PRIORITISING
RIGHT TALENT AND KRA DEVELOPMENT R&D

ORGANISATION

OPERATIONAL
CVP AND EVP MERGERS
RESTRUCTURING
EFFICIENCY
COLLABORATION RESEARCH AND PORTFOLIO RESTRUCTURE AND
DEVELOPMENT MARKETING

CUSTOMER-FUEL-VEHICLE- PARTNER WITH INSTITUTES, INCLUSION OF BIOFUELS

AUTOMOTIVE INDUSTRY TO FACILITATE R&D MARKETING THE USAGE AND BENEFITS OF
INVESTING IN STARTUPS BIOFUELS
COLLABORATE WITH ILLUSTRATING ITS INDUSTRIAL
INDUSTRIES DESIGNING APPLICATION
ENGINES, TO EASE FUEL CUSTOMER VALUE PROPOSITION
TRANSITION.
 JOB ROLE JOB LEVEL DEPARTMENT

Process Desi gn Chief GRADE: 6 Transitional pil l ar

Why did we choose this?

60% of the carbon emissions come from the flaring system

Catering to this, would create a bigger impact on the company's ultimate goal

ORGANISATION
INDIVIDUAL
COMPETENCY
GOALS GOALS BEHAVIORAL COMPETENCIES
Teamwork, Problem solving,
Increase process Avoid system trips and Result orientation.
efficiency by 25% leakage
Reduce dependency on Predict and stop FUNCTIONAL
external energy unnecessary flaring COMPETENCIES
Research, Designing
Decrease flare Propose new design for
Ensure cost efficiency optimising process flow LEADERSHIP COMPETENCIES
Enhance productivity Increase productivity Future orientation,
and product quality Accountability
(carbon free fuel)
 WHY

FEEDBACK CHECK-INS
MENTORING?
Verticals Involved: To gain insights of the
Monthly
Finance, Process, site Design Completion
Operations, Production, To identify and be
Process Efficiency
Safety conscious of the

existing flaws Quaterly

Quarterly: Process, Proposal alignment

Who will be your mentor? (Operations and

Safety, Operations
Operations and

Production)
Process person with

Annual: Finance
onsite experience of

How? One-on-One Semi-annual

10-15 years
feedback Environmental Norms
Experienced safety

Management By engineer Cost Analysis

Objectives (MBO) (Fianance)

 Self Appraisal
5
Individual must rate his performance.
MECHANISM
Managerial Feedback
4 Consolidated input from concerned verticals to be
taken under consideration

Continuous Evaluation
3 The system has been fragmented to encourage and facilitate
project growth at every stage.

2 Integration of Graphical Rating Scale

Identify and evaluate quantifiable objectives.

MBO
1
Define objectives and set goals to achieve.
 SELF Design thinking, Professional development
01
ACTUALISATION training program, Mentoring programs

Recognition Awards, Designation, Stock

02 SELF ESTEEM
options, Tenure awards, Verbal appreciation
TOTAL
REWARD Interaction with all departments both On-site
03 BELONGING and Off-site, Company vacations, Family day,
STRATEGY
Team lunches, Employee resource groups

Job security, Health insurance, Dental

04 SAFETY NEEDS Insurance, Wellness centres and gym
membership, Retention bonus

PHYSIOLOGICAL Salary, Joining bonus, Travel allowance,

05 House rent allowance
NEEDS
 KPI KRA

No. of flares per month To achieve annual target of

Productivity enhancement emission control
percentage To ensure productivity and
Cost Saved product standards
ROI of design To achieve zero carbon emission
Unit Efficiency Index To ensure process and plant
safety

Monetary Rewards
FIXED PAY(40%) + VARIABLE

PAY(60%) = CTC

VARIABLE PAY
Unit performance (5%)
Team Performance (25%)
Self Appraisal (10%)
Managerial Rating (20%)
 REFRENCES

Shell Annual Report

McKinsey Report
Shell Official Website