Fueled by a belief that the age of high oil prices is over, petroleum giant Royal Dutch Shell is remaking itself for a new-energy world. Divestments in the last 3 years totalled $21 billion, or around 10% of capital employed, and acquisitions were $17 billion. Resources are consistent with the Society of Petroleum Engineers 2P and 2C definitions. The businesses and investment highlights of Royal Dutch Shell plc are presented in brief, including our strategy. Price volatility is a significant risk to profits in the oil and gas business. Shell’s ambition to be a net-zero emissions energy business, Natural Gas: providing more and cleaner energy, Putting Safety First in Shale Oil and Gas, Leveraging Technology in Shale Oil and Gas, Social and Environmental Responsibility in Shales, Chief Technology Officer and Chief Scientists, Another step towards a global electricity business, View New Energies: building a lower-carbon power business, Explore Shell’s Global Energy Resources database, Share your idea and transform the energy industry, Boosting local economies through entrepreneurship, Registration, Evaluation, Authorisation and Restriction of Chemicals (REACH), Preventing the facilitation of tax evasion, View Sustainability reporting and performance data, Investing in access to energy for communities, 4 tips to excel in a Shell face-to-face interview, 7 tips to prepare Students & Graduates for an online video Interview, 10 employees share their first week at Shell, 9 ways to help you find the right career path, Find a Job in the Shell Graduate Programme, Shell delivering a competitive and innovative strategy. BP also did better with tier 2 safety events, which stood at 75.8 compared to Shell’s 134.6. The vertical integration gives Shell a competitive advantage over quality control and cost benefits. BP’s daily average production capacity has steadily declined by 22.39% between 2009 and 2018, to a ten-year average of 3.29Mboe, but Shell has managed to reach 3.49Mboe in capacity over the same period by increasing its capacity by 14.64%. BP’s retail sites declined steadily from 2009 to 2015 before increasing from 2016, averaging at 19,420 over the last ten years. The strong network helps Shell to sell its branded products and provides strong operational leverage in integrating electric vehicle (EV) charging services, an area where Shell has moved much quicker than BP, to take advantage of the possible increase in global EV sales in future. BP’s proven reserves in 2018 were 72% higher than those of Shell, at 19,945Mboe. Shell is allocating capital according to specific strategic themes, with unique technology, fiscal and market characteristics, and executing a global portfolio strategy. Do you believe Shell is doing this purely from a competitive standpoint, or a moral one? Cash flow from operations (CFFO) of $46 billion, net capital investment of $30 billion, dividends announced of $11 billion. BP is increasing its focus on alternative energy business and has recently acquired Chargemaster, the UK’s largest electric vehicle charging network. Total resources in these two categories represent 26 years of current production. Shell expects to announce a dividend of $0.45 per share for the first quarter of 2013, a 4.7% increase over the fourth quarter of 2012 and year-ago levels. The businesses and investment highlights of Royal Dutch Shell plc are presented in brief, including our strategy, major projects, financial data charts and the Shell world map. BP is taking an inorganic route to bridge the gap as it plans to open convenience partnership sites such as M&S Simply Food® in the UK, MyAuchan® in Luxembourg, and REWE to Go® in Germany as they deliver substantially higher returns than the industry average site. Neither Shell nor any of its subsidiaries nor the Shell Group undertake any obligation to publicly update or revise any forward looking statement as a result of new information, future events or other information. The Hague, 31st January 2013. He confirmed Shell’s growth agenda, which aims to deliver $175-$200 billion of total cash flow from operations for 2012-2015, a net capital spending programme of $120-$130 billion, and a competitive dividend for shareholders [1]. Shell`s one of the most competitive advantage is to have a wide range of operations (upstream, Integrated Gas and New Energies, downstream and project & technology). Shell`s one of the most competitive advantage is to have a wide range of operations (upstream, Integrated Gas and New Energies, downstream and project & technology). As history shows, when the oil prices crashed 70% between 2014 and 2016 in one of the worst crashes in 30 years, Shell’s profits were not only less affected but also recovered quicker than BP. BP acquired Chargemaster, the UK’s largest electric vehicle charging network, in 2018 and has also invested in ultra-fast charging battery technology developer StoreDot and mobile rapid EV charging systems developer FreeWire. Shell may have used certain terms, such as resources, in this announcement that the SEC strictly prohibits Shell from including in its filings with the SEC. The company markets gasoline, diesel, jet fuel, bitumen and lubricants through these retail sites. Lifting Equipment for Offshore Scaffolding Applications, Pipe Clamp Connectors and On-Site Machining Services, Chain Hoists, Winches and Lifting Equipment for Oil and Gas Applications, 12 June 2019 (Last Updated January 31st, 2020 07:37). It opened 220 REWE to Go® convenience retail sites in Germany in 2018, the 440th branded retail site in Mexico and its first site in Indonesia. Shell is one of the largest single branded retailers with more than 45,000 service stations spanning 90 countries. Research & Development: The expenses of the company for research and development activities have been more than $ 1050 million in the year 2016. Upstream start-ups in 2010-15 are expected to add some $15 billion of cash flow in 2015, in a $100 oil price scenario. “Shell is competitive and innovative. Shell’s capex on planned and announced upstream projects from 2019 to 2025 is estimated at $54.6bn, the highest in the world among oil and gas companies (Source: GlobalData), whereas BP trails far behind. These expressions are also used where no useful purpose is served by identifying the particular company or companies. The company also plans to enter China and India in the future. Shell has ~30 new projects under construction, which should unlock 7 billion barrels of resources, and drive continued financial and production growth. !function(){“use strict”;window.addEventListener(“message”,function(a){if(void 0!==a.data[“datawrapper-height”])for(var e in a.data[“datawrapper-height”]){var t=document.getElementById(“datawrapper-chart-“+e)||document.querySelector(“iframe[src*='”+e+”‘]”);t&&(t.style.height=a.data[“datawrapper-height”][e]+”px”)}})}(); We are delivering a strategy that others can’t easily repeat, with unique skills in technology and integration and … During all the three years of rapid oil price fall in 2014, 2015, and 2016, BP’s net profit fell at a much higher rate compared to Shell exposing its extreme sensitivity to oil price crashes. Although the economic outlook remains uncertain for some of Shell’s key markets, Voser said the prospects for long-term growth in global energy demand remained unchanged, driven by rising world population and improving standards of living in developing countries. The company has maintained an average RRR of more than 100% over the last three years. Browse over 50,000 other reports on our store. Brief overview of Royal Dutch Shell … Readers should not place undue reliance on forward looking statements. Thanks to a larger operational scale and a vast retail network, Shell clearly has a competitive edge over BP in the near future.