1 / 14

THE BUSINESS CASE FOR SUSTAINABLE DEVELOPMENT

THE BUSINESS CASE FOR SUSTAINABLE DEVELOPMENT. Mark Weintraub Shell International ‘Doing Business Socially’ Hellenic Network for CSR 30 May, 2007 Athens. WHO WE ARE. GLOBAL ENERGY COMPANY EUROPE’S LARGEST COMPANY BY MARKET CAP (~$230 BILLION)

omana
Télécharger la présentation

THE BUSINESS CASE FOR SUSTAINABLE DEVELOPMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. THE BUSINESS CASE FOR SUSTAINABLE DEVELOPMENT Mark Weintraub Shell International ‘Doing Business Socially’ Hellenic Network for CSR 30 May, 2007 Athens

  2. WHO WE ARE GLOBAL ENERGY COMPANY • EUROPE’S LARGEST COMPANY BY MARKET CAP (~$230 BILLION) • WORLD’S 2ND LARGEST PRIVATE ENERGY & PETROCHEMICALS COMPANY • OPERATING IN MORE THAN 140 COUNTRIES • SERVING 25 MILLION RETAIL CUSTOMERS PER DAY • 108.000 STAFF • A LEADER IN INTEGRATED GAS AND TECHNOLOGY • LEADING ON RENEWABLES AND BIO-FUELS 2006 HIGHLIGHTS • INCOME ~ $26 BILLION • REVENUE ~ $319 BILLION • NET CAPITAL SPENDING ~ $21 BILLION • PRODUCTION ~ 3.5 MLN BOE DAY

  3. OUR WORLD The world in 2050 9 billion people2.5 billion more than today 4-5 times richer With most extra wealth coming from developing countries Double the energyUsing twice as much energy as now Twice as efficient Using half the energy as now to produce each dollar of wealth 6-10 times more energyfrom renewable sources Moreenergy Secureenergy Responsibleenergy The world wants to know: • Is there enough to meet growing demand? • Can our industry bring it to market in time? • Will supplies be safe from disruption? • Can the planet take it?

  4. SUSTAINABLE DEVELOPMENT FOR SHELL We commit to contribute to sustainable development. This requires balancing short and long-term interests, and integrating economic, environmental and social considerations into business decision-making. Royal Dutch Shell General Business Principles Revised 2005 “I am more convinced than ever that ourshort- and long-term business success depends onfinding environmentally and socially responsibleways to help meet the world’s future energy needs.”Jeroen van der VeerChief Executive

  5. CORE BUSINESS Social Investment c. $140 million Royalties & Corporate Taxes $19 billion Procurement c.$10 billion (invested locally in developing countries) Direct employment c.108,000 Indirect employment 1 million+

  6. MAKING SD PART OF THE WAY WE WORK Our sustainable development journey

  7. Talent Innovation Eco efficiency Reputation Customers Risk Sustainable Development Lens Portfolio Business value from sustainable development

  8. INNOVATION: LEADERSHIP IN CO2 MANAGEMENT MANAGING OUR OWN CO2 EMISSIONS ADDRESSING CO2 INTENSITY • Increasing gas and LNG supply • CO2 sequestration / EOR • Clean coal technologies • Biofuels • Renewables & Hydrogen BASELINE EMISSIONS Improving efficiency Reducing flaring Leading designs CO2 for enhanced oil recovery CO2 sequestration Renewables offsets CO2 credit trading EXAMPLES Halten EOR Pernis CO2 ZeroGen REDUCED NET EMISSIONS

  9. IMPROVING REPUTATION Feedback consistently shows The Shell Sustainability Report helps enhancing our reputation, improving trust and motivating staff. Results for the 2005 Report (% stating great/fair amount of applicability).

  10. GROWING IMPORTANCE FOR CUSTOMERS

  11. PROJECT RISK MANAGEMENTATHABASCA OIL SANDS PROJECT • First long term cumulative environmental and social impact assessment • Smaller environmental footprint by design • Green house gas management programme 50% reduction by 2010 • NGO advisory panel • Partnerships with natives and local community In situ oil resources: • ~ 55 bln barrels oil in place Mining AOSP: • growth potential to 500+ kboe/d • >6.5 bln boe recoverable resources Peace River Athabasca Fort McMurray ALBERTA Cold Lake Edmonton SHELL CANADA Calgary BLACKROCK SURE NORTHERN

  12. PORTFOLIO: CURRENT AND FUTURE BIO - FUELS TECHNOLOGIES FOR TOMORROW Sunflower Rapeseed Soya Diesel Food crops Bio - esters CHOREN Diesel + Conversion Biomass Residues nd 2 generation to Liquids Wheat Sweet corn Sugar cane IOGEN Mogas + Enzymatic Residues nd 2 generation hydrolysis Cellulose, ethanol Mogas Food crops Ethanol 10

  13. GROWING INTEREST INVESTOR COMMUNITY • DIRECT ENGAGEMENT SENIOR EXECUTIVES AND SPECIALISTS • EXECUTIVE COMMITTEE ROADSHOW PROGRAMME TO INVESTORS • SOCIALLY RESPONSIBLE INVESTORS SPECIALISED ROADSHOW PROGRAMME • CONFERENCES AND SEMINARS • ACTIVE SUSTAINABILITY/ESG INFORMATION PROVISION • ESG SPECIALISED ANALYSTS • SOCIALLY RESPONSIBLE INVESTORS (INCL. ASSET MANAGERS AND PENSION FUNDS) • INDEX PROVIDERS “RDShell a leader in Energy ESG framework” “RDShell amongst those that have most favourable combination of ESG performance and cash returns.”Goldman Sachs Enhanced Energy ESG Framework 2006 Selection of examples

More Related