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Leaked Shell Transformation Plans: Part 4


By John Donovan

Published below is a further multi-page segment from Shell’s leaked internal document mentioned in a Reuters/New York Times article published on Monday: Shell Plans 400 Job Cuts at Dutch Projects and Technology Department. The plans are much greater in scope than suggested by the headline. Their implementation will result in a managerial jobs upheaval and significant job cuts as a consequence of the acquisition of BG Group and the decline in oil prices. This time I have left in the page numbers, which appear at the foot of each page and sometimes interrupt paragraphs.

I won’t bother with a detailed explanation of the background to my Shell related activities. I will just repeat the opening line of a Times of London City Diary report published in 2007 under the headline: “Royal Dutch Shell at war with family“.
“Since the 199Os, Royal Dutch Shell has been at war with a family who registered a website, royaldutchshellplc.com. The Donovan family…”
Suffice it to say that hostilities remain in progress.

Consequences of the proposed change for the current PTI organisation, including NL

(The impacts of the below changes, to NL positions can be found in the tables attached)

As shown above a new integrated Technology organization is created that will consolidate all technology development and deployment activities, and will provide end-to-end accountability for

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technology commercialisation. The current PTI organization would become part of the new Technology organization.

PTI:

  • The EVP for Innovation, Research and Development role, located in the NL, ceases to exist.
  •   The business advisor role to EVP Innovation Research & Development, located in the NL, ceases to exist.
  • The PA position supporting the EVP IRD will change reporting line to the new EVP Technology, this is an interim solution, the position will be reviewed together with the ASU review

PTI/C: Computational & Analytical Technology

  • The VP Computational & Analytical Technology role moves to report to the newly created EVP Technology role.
  • It is proposed that the Analysis Chemistry team (PTI/CA) moves to report to the new VP Catalyst and Refining Technology role, with the exception of the Statistics and Data Science team, which remains reporting to the VP Computational & Analytical Technology.
  • In Wave 2, it is proposed that we review how the ongoing RDS Digital Strategy and required digital capabilities studies impacts Computational & Analytical Technologies. These studies are ongoing and therefore no further changes are proposed in PTI/C at this time.

PTI/D: Novel Process & New Energies Technology

  • The VP Novel Process & New Energies Technology role, ceases to exist
  • The Process Evaluations team (PTI/DE) is combined with the Process Engineering for Project (PTD/TCA), and moves to report into to the VP Chemicals and New Energies Technology role. It is proposed the new GM role will be entitled ‘GM Process Evaluations and Projects’ and be based in the United States.
  • It is proposed the Process Development team (PTI/DD) moves to report to the newly created VP Chemicals and New Energies Technology. The GM position will continue to be based in the United States.
  • It is proposed that the Emerging Technologies team (PTI/DX) moves to report to the newly created VP Chemicals and New Energies Technology. It is proposed that Emerging Technologies will be the home for in-house experimental capability, consequently it is proposed that the total biodomain experimental capability in Houston will be moved to Emerging Technologies. It is proposed that the GM Emerging Technologies role moves from the UK to India. It is proposed that substantial Chemical Lead Generation and Long Range Research experimental capabilities will transition to Bangalore over a phased period (until year end 2020) whilst keeping a footprint in the Netherlands. The two teams are connected and perform early stage experimental work (D0-D1) for both Chemicals Lead Gen (CLG) and Long Range Research (LRR) capability building. People across those teams can work on multiple projects. There is a logic for keeping both CLG and LRR capabilities in NL as the two of them are linked in key areas like electro- chemistry. It is also critical to keep proximity to the existing chemicals lines-of business for CLG

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and to external Collaboration partners and the NL Eco-system for LRR. It is thus proposed to move from current two teams in Amsterdam (STCA) and one team in Bangalore (STCB), to one team in STCA and two teams in STCB by end 2020.

 It is proposed the Long Range Research (PTI/DL) team moves to report to the newly created VP Chemicals and New Energies Technology. It is proposed the role remains in the United States for proximity to the research programmes at Universities in both the United States and Brazil. It is proposed the Long Range Research team focuses on delivering programs and utilising external and internal partners to execute the experimental elements of the program. As a result, it proposed that the hydrogen fuels resources in PTI/DB moves into LRR to create a single place within the organization for all technology related work on hydrogen. Consequently, it is proposed that the Manager Biodomain role ceases to exist.

Exploration Technology – PTI/E

  •   The VP Exploration Technology role, located in NL, ceases to exist
  •   The Seismic Processing team (PTI/EP) is split into two, with the GM Seismic Processing and twelve other Netherlands based positions transferring to PTU/E, and the remaining 10 positions (inclusive of the Advanced imaging team in Bangalore) transferring into PTI/ET.
  •   One position in PTI/EG and two positions in PTI/EN which were already identified as ceasing to exist and consulted in the BG Integration RfA in 2016 are removed in accordance with the NL People Principles.

In Wave 2, it is proposed that we review how the ongoing RDS Digital Strategy and required digital capabilities studies impacts Upstream & Subsurface technology. These studies are ongoing and therefore no further changes are proposed in PTI/E at this time.

Integrated Gas Technology – PTI/G

  •   The VP Integrated Gas Technology role, located in NL, ceases to exist
  •   The Gas Conversion team (PTI/GC) is combined with the GTL Conversion team (PTU/T/X) in a newly created GTL Technology Maturation department in the Technology organisation
  •   The LNG Technology team (PTI/GL) is combined with the LNG Technology team in PTU/I/E and reports into the VP IG Development in PTU. The logic for this move is that LNG Technology is engineering-led, and the natural home is in Upstream Development as Centre of Excellence.
  •   The Materials and Corrosion team is combined with the associated laboratory capability in PTE. This team relocates to Bangalore, with the GM position moving first and the team following over a four-year ‘flight plan’ to 2021. It is anticipated that two liaison roles will be maintained in STCH and STCA respectively beyond 2021.
  •   The Gas Separation team (PTI/GG) is divided between two teams: Gas Processing Technology Maturation (this will also contain the Gas Processing Technology team from PTU/T/E) and a new CO2 Abatement Technology team (this also contains the CCS & CO2 Team from PTU/T/C). Both the GM Gas Processing Technology Maturation and the GM CO2 Abatement Technology are based in STCA in The Netherlands.

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 It is proposed that the Site Management team for STCA and SPTR (PTI/GS) moves to report to the newly-created VP Integrated Gas & CO2 Abatement Technology. The Site Manager role will be based in Amsterdam. Next to one vacant position that will cease to exist (Senior Associate HSSE Technician) there are no other changes to this department proposed at this time. Once the complete Delivery Model picture is known it is proposed that this department is reviewed and any adjustments made.

External Technology Collaborations and Gamechanger – PTI/I

 the External Technology Collaborations team is retitled Shell Research Connect & Gamechanger, and that the Gamechanger team (PTI/IG) is fully integrated with the External Technology Collaborations team (PTI/I). It is proposed that the new Shell Research Connect & Gamechanger role will be based in STCA in the Netherlands and report to the newly created VP Innovation Excellence in the Technology Organisation.

Technology Portfolio – PTI/P

The Technology Portfolio team moves to report to the newly created VP Innovation Excellence in the Technology Organisation and focuses on:

o business planning, funnel metrics and reporting systems for tracking Technology maturation and deployment in Shell, and driving consistency and fit for purpose processes;

o defining how the metrics can be used to drive in support of a ‘truth seeking mindset’, whilst avoiding unintended consequences;

o reviewing overall health of the Technology funnel including: ideation, shape of the funnel, return on investment, deviation of technology maturation against plan and deployment and replication against agreed applicable base;

o producing management information to enable quality decision making at EC, GTC, BTC and Platform DRB level.

Upstream Technology – PTI/R

  • The VP Upstream Technology role, located in NL, ceases to exist
  • three positions in PTI/RF (Rock & Fluids) which were already identified as ceasing to exist and consulted in the BG Integration Mandate in 2016 are removed in accordance with the NL People Principles.
  • Three positions in PTI/RO (IOR/EOR) which were already identified as ceasing to exist and consulted in the Request for Advice Impact on funding decisions regarding R&D IOR/EOR platform (SPTR) 2016 are removed in accordance with the NL People Principles.
  • In Wave 2, we will review how the ongoing RDS Digital Strategy and required digital capabilities studies impacts Upstream & Subsurface technology. These studies are ongoing and therefore no further changes are proposed in PTI/E at this time.

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Unconventionals Technology (PTI/U)

  • The VP Unconventionals Technology, located in the US, ceases to exist
  • The Unconventionals group moves to report to the new VP Wells, Deepwater & Shales Technology.
  • Shell TechWorks moves to report to the new VP Wells, Deepwater & Shales Technology.

Deepwater and Wells Technology (PTI/W)

  •   The VP Deepwater & Wells Technology role, located in the US, ceases to exist
  •   The Brazil R&D Deepwater Programme (PTI/WB) moves to report to the new VP Wells, Deepwater & Shales role.
  •   The Deepwater Technology (PTI/WD) moves to report to the new VP Wells, Deepwater & Shales role
  •   The Wells Technology (PTI/WW) moves to report to the new VP Wells, Deepwater & Shales role.The GM Wells Technology role moves to Houston. The drilling rig in Rijswijk and associated workshops will be closed by the end of 2018. The business case for the closure are detailed further below.
  •   The Project Lead role (which reports to the VP Deepwater & Wells Technology) which was already identified as ceasing to exist and consulted in the BG Integration RfA in 2016 is removed in accordance with the NL People Principles.As stated above, it is proposed to cease operation of the test rig in Rijswijk as well as selected activities in the Sierra halls and wet labs by the end of 2018. Demobilisation of all equipment would be completed by year-end 2018. The proposal includes the creation of a Business Opportunity Manager role to oversee the most commercially and logistically effective manner of decommissioning, and to evaluate and action alternatives to perform some portion of the stopped work at different site(s) in the future. The intent is to demobilise safely and to maintain business continuity for those capabilities deemed to be business-critical while alternatives are assessed and then implemented. Some activities that are not deemed business-critical may cease altogether while others may experience a pause between stopping work in Rijswijk and starting alternative capability provision elsewhere.This proposed action is aligned with several elements of the Technology Delivery Model strategy. First, the demobilisation aims to support an optimal Technology footprint where staff and key capabilities are co-located in Technology hubs for easier collaboration and less duplication. Second, the Delivery Model strategy includes more work done through third parties, engendering stronger external innovation partnerships. This externalisation would hold vendors accountable for essential work and provide faster and easier access to results. Alternatives to continuing to run the Rijswijk test rig may include a third party moving it to a site in NL or elsewhere, or a third party building a new test rig or upgrading an existing one at a site in NL or elsewhere. Decommissioning the Rijswijk Wells-related R&D test rig, labs, and testing equipment opens the possibility that for those capabilities deemed necessary for the future, some portion of the required equipment and

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supporting infrastructure could be built or utilized in Brazil and contribute to Shell’s annual levy obligation.

VP Catalyst Sales, Manufacturing & Technology Licensing

GM Technology Licensing

A GM Technology Licensing will be created and based in the Netherlands. The GM-ship will include 3 Regional Licensing Managers (EMEAR, APAC, & Americas) to execute the licensing sales strategies and provide single points of contact for licensing and services customers. There will also be a Licensing Refining Technology Manager (NL), Licensing Technology Manager Gas & Chemicals (NL), NOV Commercial Manager (NL), Licensing Technology Manager Indirect Sales (NL) and the creation of 2 new Licensing Development Managers (NL), to accelerate technology and maturation of market introduction.

The Principal Service Manager and Sales Managers will report to the proposed Licensing Regional Manager EMEAR based in the UK. The Service Managers and Team Assistant will report in to the Principal Service Manager, which will be the model for all regions.

It proposed that the Performance & Improvement team, currently reporting to the GM Asia Pacific & Services in the current Licensing organization, be dissolved. Historically PTD/S has sold both technology licenses and technical services to 3rd party customers. Although the new Technology strategy will see a growth in the sale of technology licenses to 3rd party customers, the mandate for technical services will be limited in support of technology licensing activity and selected strategic customers going forwards. The Performance Improvement and Implementation team is currently a small group within the wider PTD/S organization with the role of delivering specific organizational effectiveness and competency development type of consultancy services to 3rd party customers. Under the new services mandate it is not intended to continue to offer these types of services. Therefore, these roles will cease to exist in the new organization.

Based on the business model and scope change in the Licensing business, it is proposed 4 positions will cease to exist, Perf Improvement & Implementation Lead, Sr Perf Improvement & Implementation Mgr, Marketing Implementer and Principal Service Manager*

*It is proposed this role is to be retained until 1st December, 2018, for knowledge transfer, after which time it ceases to exist.

7 new positions will be created in NL, in addition, there will be 2 roles that will be based at the most appropriate hub location (which includes NL) for the suitable candidate.

Due to the number of proposed new leader positions created and the need to align with the new business model, therefore immaterial changes of reporting line and/or title changes are proposed for 22 positions currently within PTD, PTP & PTU

GM Sales EMEAR

The EMEAR Region will now be fully focused on execution, customer intimacy, and delivering packaged solutions for the end customer. The region will execute upon globally developed market

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and product strategies, which will be the model in all regions. Previously, individual regions were responsible for strategy development, product development, technology and sales. The new regional model will provide the customer with a single point of contact, streamlined engagement, and eliminate duplicate efforts by disparate sales and technology organizations.

The GM Sales EMEAR Region contains the following: HC Tech Solutions, Resid Business Manager, Hydro/HC Business Manager, EO Business Manager, and 3 Integrated Account Managers (Saudi, Kuwait/India, EE/FSU), with the intent of executing global marketing and product strategy within the region.

A Resid Business Manager position be created and located in the UK to execute global Resid strategy in the Region. The Technical Service Engineers and Projects Coordinator will report to the new Resid Business Manager EMEAR position, although with significant scope change becoming regionally vs. globally focused with a narrowing customer base.

A Hydro Tech Solutions Manager position be created and located in the UK to provide technical customer support. It is proposed to create a Senior Technical Service Engineer based in the NL to support regional growth.

Based on the significant scope change in the EMEAR Region and the Resid businesses, coupled with and the streamlining of activities with CRI/Criterion integration mentioned above, 3 NL based positions will cease to exist, a Principal Engineer, a Senior Engineer and an Engineer.

2 new positions will be created to support the regional Resid and Hydro Tech Solutions businesses

Due to the number of proposed new leader positions created and the need to align with the new business model, immaterial changes of reporting line and/or title changes are proposed for 9 positions currently within PTD.

VP Catalyst & Refining Technology

In the new organizational design Catalyst GM-ships are consolidated (by reducing from six to four) in three main application areas – GM Refining Catalysts, GM Chemical Catalysts, GM Gas Conversion Catalysts, while maintaining the GM-ship for Novel Catalytic Materials. This would provide for clearer line of site to the business and bring groups with similar areas of focus together. Analytical capability which has grown over time within the Catalyst Technology group is also proposed to be moved out of Catalyst Technology and into the Analytical group to remove duplication and put the right work in the right place.

At the EC-4 level there will be further consolidation in the experimental skill groups. It is proposed to create Catalyst Preparation Teams in NL and US by combining the individual catalyst preparation groups from the existing GM-ship into single groups that will support multiple applications. A similar approach is proposed to be applied for Catalyst Testing for units of different size and scale (nano- flow, micro-flow, trickle flow). These combinations would provide a step change in efficiency and remove replication while also offering opportunities for career progression and development among the experimentalists.

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While driving for these organizational changes, to have a healthy organization it is also proposed to strengthen the coaching and front line supervision through rightsizing the teams – e.g. in Analytical Chemistry reducing number of direct reports of Team Leads from 10-18 to 6-12.

Refining Catalyst Technology:

Part of the integration of Refining Technologies with Catalyst Technologies under 1 VP, further synergies at EC-4 have been found, therefore it is proposed that the Hydro processing process R&D team is integrated in the GMship Refining Catalyst. As a result, the Team Lead Hydro Processing R&D changes reporting line.

Furthermore, it is proposed to merge all GTL catalyst efforts to leverage capabilities in catalyst development, preparation, and testing. In addition, it is proposed to move catalyst characterization and analysis to Analytical Chemistry to drive for more synergies. In terms of team structures, with the new organization design, it is proposed to organize teams around skills rather than around projects. This will avoid duplication, drive enhanced efficiency, and enable faster project delivery while reducing costs and head counts

As a result of above changes, 6 new positions will be created and 69 positions within PTD/CZC, PTD/CHCT&CCCA & PTD/CCI will change reporting line of which some will have a changed job title and 9 Associate Researcher positions are ceasing to exist.

GM Gas Catalyst Technology:

It is proposed to merge all GTL catalyst efforts to leverage capabilities in catalyst development, preparation, and testing. In addition, it is proposed to move catalyst characterization and analysis to Analytical Chemistry to drive for more synergies. In terms of team structures, with the new organization design, it is proposed to organize teams around skills rather than around projects. This will avoid duplication, drive enhanced efficiency, and enable faster project delivery while reducing costs and head counts

As a result, 6 positions, Associate Researcher, are ceasing to exist, 3 new roles will be created and 21 positions will change reporting line and/or job title

Refining Technologies:

Refining Technology (under the GM Refining Technology) has changed its delivery model effective 1st June 2017 as part of the Manufacturing Asset Support Delivery Model Review. In the new model, routine technology asset support has been moved into one new support organisation within DS-M (the new “Manufacturing Support & Excellence” organisation). This enabled direct impact to the business with simpler access to support from a single multi-disciplinary team, fewer funding discussions, improved budget control and a faster response to issues. The P&T Refining Technology organization has become a smaller, nimbler organization focusing on differentiating capabilities in line with the Delivery Model principles. Consequently, it is not proposed to make substantive changes within PTD/TR at EC-4 and below.

As part of Delivery Model design, it is proposed that at a global utility development team (Utilities & Heat Transfer) is integrated to Refining Technologies, under GM FCC leadership. The department is proposed to be managed by a Team Lead (Water Treatment & Integration) role, located in US, reporting to GM FCC. As a result, following positions are proposed to change 4 reporting line of current PTE/EUHT positions into this GMship.

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To manage span of control, and have an effective organization, it is proposed to change reporting line of 4 roles within Refining Technologies

5 positions, Global Manager Refining, Technologist Refining, Senior Technologist Distillation, Sr. Engineer Hydrotreating & Technologist Hydroprocessing, are proposed to cease to exist to allow further efficiencies in Refining Technology.

GM Analytical Chemistry:

In The existing organisation there is overlap between the analytical capability in Catalyst Technology organisation and in Analytical Chemistry. It is proposed that these are merged to – allow for more efficient cross-sharing of resources and efficiencies of scale.

It is also proposed to leverage expertise located at various HUBs by streamlining capabilities across the globe, to further improve organizational cost structure.

In terms of team structures, with the new organization design it is proposed to strengthen coaching and front line supervision through right sizing teams – by reducing number of direct reports of team leaders from 10-18 to 6-12.

As a result, 4 new roles are proposed to be created, 10 positions, Assoc. Researcher Microanalysis & Elem, Researcher Microanalysis & Elemental, Assoc. Researcher Microanalysis & Elem, Assoc. Technician Microanalysis & Elem, Team Lead MSA & Elemental, 4 Associate Researcher GC, LC&QMI & Researcher GC, LC & QMI, are proposed to cease to exist to allow further efficiencies and 34 positions will change reporting line

VP Chemicals & New Energies Technology

The GM Chemicals Technology position, located in NL, ceases to exist, the Process Integrator Project NEBRAS position changes reporting and has a change in job title and the DS Project Programme Manager role will move to PT Contracting & Procurement

GM Base Chemicals:

It is proposed this department manages the Chemical Centre of Expertise (CoE) for Base Chemicals technologies with the purpose to: provide and implement technology solutions to maximise profitability of the Base Chemicals Business in DS-Chemicals. Nothing significantly changes from Prozona design.

As a result, 4 positions, Lead Principal Technologist, Principal Technologist Base Chemicals, Technologist & Team Lead Base Chemicals cease to exist, 2 new positions are created and 6 positions will have and reporting line and or job title change

GM Polyethylene:

It is proposed this department manages the Chemical Centre of Expertise (CoE) for PE technologies with the purpose to: provide and implement technology solutions to maximise profitability of the PE business in DS-Chemicals. Shell is entering the PE business with the Pennsylvania Chemicals project and the GM PE will work closely with the business to provide the technical capability to enter the PE

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market. PE was not really touched as part of Prozona as we don’t have any PE manufacturing assets at the moment – first will be part of the Pennsylvania Chemicals project. The major change for PE is that all PE activities in STCA will be stopped in 2018 and all PE resources will be concentrated in the US. In the US PE resources will start to move from Houston to Pennsylvania in preparation for the startup Pennsylvania Chemicals.

As a result, it is proposed 3 positions, Team Lead Polyethylene Tech Support (moves to the US), Process Engineer Base Chemicals & Senior Process Engineer will cease to exist

GM SMPO & PODer:

It is proposed this department manages the Chemical Centre of Expertise (CoE) for Shell’s proprietary SMPO/PODer technologies with the purpose to: provide and implement technology solutions to maximise profitability of the SMPO/PODer business in DS-Chemicals. Nothing significantly changes from Prozona design.

Within this GM It is proposed 1 position, Team Lead SMPO, ceases to exist as it changes location to India and 3 positions will change reporting line.

GM HODer:

It is proposed this department manages the Chemical Centre of Expertise (CoE) for Shell’s proprietary HODer technologies with the purpose to provide and implement technology solutions to maximise profitability of the HODer business in DS-Chemicals. Nothing significantly changes from Prozona design.

Within this GM It is proposed 1 position, Researcher HODer PL Mkt tech support, ceases to exist

GM EOG/Solvents:

It is proposed this department manages the Chemical Centre of Expertise (CoE) for Shell’s proprietary EOG technologies and existing solvents technologies with the purpose to: provide and implement technology solutions to maximise profitability of the EOG and solvents businesses in DS Chemicals. Nothing significantly changes from Prozona design.

Within this GM’ship It is proposed 2 positions, Sr. Researcher R&D & Engineer Process Design cease to exist, 1 new position is created and 1 position will have a reporting line change.

GM Process Evaluations & Projects:

It is proposed this department focuses on evaluating the commercial competitive position of novel process technologies and front end design for chemicals. The Process Evaluations team (PTI/DE) is combined with the Process Engineering for Project (PTD/TCA), and moves to report into to the VP Chemicals and New Energies Technology role. It is proposed the new GM role will be entitled ‘GM Process Evaluations and Projects’ and will be based in the United States.

Within this this GM’ship 3 new positions will be created and 8 positions will change reporting line and or job title.

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GM Process Development:

It is proposed this department comprises expertise in commercialization of new or improved process technology to produce Hydrocarbon Products, Chemicals, or Alternative Energy products (e.g. biofuels, hydrogen) in partnership with Shell businesses.

Within this GM’ship 4 positions, 2 Engineers Process Development, 1 Senior Associate Researcher & 1 Associate Researcher cease to exist and 2 positions change job title.

GM Long Range Research:

It is proposed this organisation is focused on delivering programmes and will utilize external and internal partners to execute the experimental elements of the programme. As a result, it is proposed the hydrogen fuels resources in PTI/DB are moved to LRR intact with team leader.

As a result 4 positions will change reporting line from PTI/DB to PTI/DL, 8 positions within PTI/DL will change reporting line and or job title and or job title within the organisation, 6 positions, Manager New Energy Technologies, Technical Advisor – Long Range Research, Chief Scientist Materials Science, Research Scientist, Senior Researcher Renewable Energies & Senior Researcher Solar PV, will cease to exist and 4 new roles will be created.

Furthermore it is proposed to move 5 positions in The Netherlands out of thirteen in the Long Range Research New Energies Technology (NET) Global team to the New Energies business in The Netherlands. These 5 positions focus on new business development or front-end engineering support activities which belong in the business; they do not focus on R&D or technology-oriented work. Although it is proposed to move, because the positions move to Shell International Exploration & Production BV, which is a different legal entity, they will be shown as cease to exist in PT, however the positions will be moved to SIEP in The Hague with the current incumbents.

The 4 other NET positions in The Netherlands in the LRR organization will be solely focused on research and development and Technology landscaping activities to support the near and mid-term needs of the business. The work of NET positions in LRR will be concentrated in The Netherlands and the US.

GM Emerging Technologies:

It is proposed this organization is the home for in-house experimental capability. The Emerging Technologies team aims at experimentally testing ideas and novel concepts generated from within Shell or externally. Keeping with the execution model it proposed there would be the need for a senior Biosciences program lead in Long Range Research but the total biodomain experimental capability in PTI/DB Houston will be moved to Emerging Technologies.

Within this GM’ship 2 positions, Associate Researcher R&D Chemistry & Associate Researcher Experimentation, will cease to exist, 1 new position will be created and 7 positions will have a reporting line and or job title change per go live date.

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2 positions will have a reporting line change end 2018. The is timing defined by the gradual shift of these two roles to guide more external work (from in-house experimental in Emerging Technologies), and also to provide some stability for Emerging Technologies team in NL and to give Team Lead Long Range Research in NL an opportunity to shape their team from organization Go-Live.

Flight Plan to Bangalore: To build on agreements made under the Winning Innovation, the IRD People Strategy, the 2015 Technology Strategy Refresh, the Technology and Innovation work stream under PT2020, and the Bangalore Strategy Review (BLR2020) initialized in 2014 by the PT LT – it is proposed that substantial Chemical Lead Generation and Long Range Research experimental capabilities will transition to Bangalore over a phased period (until year end 2020) whilst keeping a footprint in the Netherlands. The two teams are connected and perform early stage experimental work (D0-D1) for both Chemicals Lead Gen (CLG) and Long Range Research (LRR) capability building. People across those teams can work on multiple projects. There is a logic for keeping both CLG and LRR capabilities in NL as the two of them are linked in key areas like electro-chemistry. It is also critical to keep proximity to the existing chemicals lines-of business for CLG and to external Collaboration partners and the NL Eco-system for LRR.

It is thus proposed to move from current two teams in Amsterdam (STCA) and one team in Bangalore (STCB), to one team in STCA and two teams in STCB by end 2020. As a result, it is proposed to move nine positions from The Netherlands to Bangalore over the period 2018-2020 using the following guidelines:

  •   Moves need to be realised within the timeframe 2018 – 2021;
  •   The leadership roles should move first, to ensure the leader pulls resources towards them ratherthan pushes them towards another location;
  •   Reduction in team size (where relevant) should be delivered at the outset, and movementphased thereafter to allow local resources to be resourced (where required either via OR orexternal recruitment);
  •   Moves should ensure retention of critical talent/deep expertise and detail mitigating actions toensure this;
  •   Where possible, windows of existing incumbents should be taken into account to determine thespeed of the phasing;
  •   Where proximity to the business/other platforms is critical to integration, budget and ideation, asmall number of liaison roles (typically 1-2 FTEs per hub) may be retained in other hubs to maintain links to other platforms and direct work to the CoE. These roles should be used to retain critical but immobile talent;
  •   For moves to Bangalore, expatriation levels should be max 15% of the total population.Move to Bangalore by 1st December 2019:
    In line with the above guidelines, it is proposed 5 positions, Team Lead LRR Experimental*, 3 Researcher Experimentation & Senior Associate Researcher Exper. move from the Netherlands to Bangalore by 1st December 2019 –This follows the proposed move of the GM Emerging Technologies position from the UK to India in 2018.

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*As per immaterial changes mentioned above, position title changes from TL Molecular Innovation Emerging Tech. to Team Lead LRR Experimental.

Move to Bangalore by 1st December 2020:

The following positions move from the Netherlands to Bangalore by 1st December 2020, Researcher Experimentation, Snr Research Ass. Emerging Technologies & Senior Associate Researcher Exper.

VP Innovation Excellence

A new Innovation Excellence VP-Ship is created which will contain the Portfolio Team (PTI/P), the External Technology Collaborations team (PTI/I), Technology Replication Thrusts (PTI/RT & PTU/O/U), a Lean Agile Centre of Excellence (incorporating Lean/Agile Coaches from across PTD and PTI) and a new Commercial Delivery team. This department will help drive excellence in innovation and techno-commercial capability in support of the other VP-Ships within the Technology organization.

As a result, the following changes will take place:
A new VP role is created and which will be based in NL, “VP Innovation Excellence” Lean/Agile CoE

It is proposed to bring all existing Agile/Lean/ Continuous Improvement individuals into one team to share best practice and provide resource flexibility; and drive an Agile agenda within the new Technology organization. It is proposed that team members are embedded within the organization in all locations (Houston, Amsterdam, Hamburg and Bangalore). For 2 Positions (1 in PTD/TI and 1 in PTI/GS) the means they will have a reporting line change.

Commercial Delivery

It is proposed that a new team is created on the basis of the learnings from the PT2020 T&I theme. It is proposed that this team contains dedicated focal points for each VP-ship to support and lead opportunity framing (systems thinking, trade studies, ideation) and commercial ‘assists’ ahead of Stage Gates. It is proposed this team is also responsible for providing Valuation support to the organization, maintaining the ‘Scouting Toolkit’ to enhance ability to effectively monitor and leverage external environment and bringing in the necessary expertise from innovation vehicles at the right time and supporting L&D to upskill organization.

Due to the significant scope change it is proposed the Project Lead PTI Technology Commercialisation position ceases to exist and 4 new positions are created

PT2020 Programme Manager

It is proposed the PT2020 T&I theme is overseen by a single dedicated resource. Therefore, the PT2020 T&I Programme Manager will change reporting line

Technology Deployment & Replication

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It is proposed that this team has a primarily Upstream focus and is responsible for embedding technology in Projects and Assets (Business Technology Mapping, TRT and Global Technology Catalogue) and screening available 3rd Party technologies;

As a result, 4 positions, Technology deployment consultant, Associate Analyst, Business Advisor* & Technology Deployment Manager are ceasing to exist, 2 new positions will be created and 4 positions will have a reporting line and or job title change.

*Note the Business Advisor role to VP Upstream Technology is shown here as it is 50% dedicated to work on PT2020, and the associated activities transfer into this department.

Technology Portfolio

It is proposed this department contains centralised but dedicated support to each VP-ship to ensure consistent approach to Portfolio Management and application of metrics. It is also proposed that this team will work with each VP to ensure that a Business Technology Plan exists for each BTC capturing key challenges/ objectives. It is proposed this department will act as the CTO Office, leading business planning, performance reporting and support for Global Technology Committee etc. and be responsible for the Business Management System and audits.

As a result, 5 positions, Technology Portfolio Advisor, IRD Planning Manager, Principal Technology Advisor, Senior Tech. Portfolio Advisor & Technology Portfolio Advisor cease to exist and 5 positions will have a reporting line and or job title change.

Shell Research Connect & Gamechanger

It is proposed to fully merge the External Technology Collaborations Team (ETC) and Gamechanger. It is proposed that the new team houses responsible for building, maintaining and leveraging relationships with one/ more external innovation ecosystems. Where required it proposed team members are co-located with external strategic partners where required e.g. San Francisco (Berkeley), London (Imperial & Cambridge), Boston (MIT) and China (SARI). It is also proposed this team houses capability to crowd source solutions in support of BTC agendas through delivery of specific projects with start-ups/ incubators in partnership with technical organization, facilitating open calls and seed funding.

As a result, 3 positions, Principal ETC Advisor, Manager GameChanger, GameChanger*, cease to exist, 3 new positions are created and 2 positions will have a reporting and or job title change.

*Role is retained until 30th September 2018, for knowledge transfer reasons, after which time it ceases to exist.

VP Integrated Gas and CO2 Abatement Technology

It is proposed that the Integrated Gas Technology (PTI/G), GTL and Gas Processing Technology (PTU/T) and Gasification Technology (PTU/G) teams are brought into a single VP-ship. It is proposed that the VP Integrated Gas Technology role is combined with the vacant VP GTL & Gas Processing Technology and the VP Gasification Technology as a new role is created:

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As a result, the following 2 positions cease to exist: VP Integrated Gas Technology & VP GTL & Gas Processing

Materials and Corrosion

The purpose of this GM-ship is to co-develop the materials of the future and accelerate deployment to projects & assets. It is proposed to combine the Materials and Corrosion team with the associated laboratory capability in PTE to contain the E2E capability to support the Materials and Future of Construction technology platform. In addition, it is proposed that this team relocates to Bangalore, India, with the GM position moving first and the team following over a 4 year ‘flight plan’ by year end 2021. The following principles underpin this ‘flight plan’ to IN – STCB:

  •   Moves will be realised within the timeframe 2018 – 2021;
  •   The leadership roles should move first, to ensure the leader pulls resources towards them rather than pushes them towards another location;
  •   Reduction in team size (where relevant) should be delivered at the outset, and movementphased thereafter to allow local resources to be resourced (where required either via OR or external recruitment);
  •   Moves should ensure retention of critical talent/deep expertise and detail mitigating actions to ensure this;
  •   Where possible, windows of existing incumbents should be taken into account to determine the speed of the phasing;
  •   Where proximity to the business/other platforms is critical to integration, budget and ideation, a small number of liaison roles (typically 1-2 FTEs per hub) may be retained in other hubs to maintain links to other platforms and direct work to the CoE. These roles should be used to retain critical but immobile talent;
  •   For moves to Bangalore, expatriation levels should be max 15% of the total population. As a result, 1 position Materials Performance Testing Engineer, ceases to exist, 1 new position is created and 9 positions will within PTI and PTE will have a reporting line and or job title change. Move to Bangalore by 1st December 2018:The following 7 positions move from the Netherlands to Bangalore by 1st December 2018, Manager Materials and Corrosion, Research Engineer Materials & Corrosion, Researcher Materials & Corrosion, 2 Senior Materials & Corrosion Engineer, Materials & Corrosion Engineer & Materials Performance Testing EngineerMove to Bangalore by 1st December 2019:The following 5 positions move from the Netherlands to Bangalore by 1st December 2019, Research Engineer Materials & Corrosion, 2 Research Engineer Materials & Corrosion & 2 Materials Performance Testing Engineer

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Move to Bangalore by 1st December 2020:

The following position move from the Netherlands to Bangalore by 1st December 2020, Associate Researcher M&C

Move to Bangalore by 1st December 2021:

The following 2 positions move from the Netherlands to Bangalore by 1st December 2021, Team Lead Material and Construction AMS & Research Engineer Materials & Corrosion

Liaison roles

It is anticipated that two new liaison roles will be maintained in STCA (and STCH) respectively beyond 2021

CoE Gas Processing Technology Maturation

The purpose of this GM-ship is to deliver novel & improved technology and deep technical expertise for Gas Processing technologies for deployment in all Shell businesses. In addition, the use of licensing as vehicle for technology maturation (e.g. turbotrays) is to be expanded. It is proposed that part of the current Gas Separation team (PTI/GG) is combined with the Gas Processing Technology team (PTU/T/E). Thus, it is proposed the newly combined department will house the capability required for Gas Processing Technology Development and Maturation through development phases D0-D4. It is proposed to move a Team Lead position and 2 further roles to Bangalore, India, by end 2018. Furthermore, the intent is to move additional positions to STCB over a 4 year ‘flight plan’ by end 2021. Simultaneously it is intended to continue to maintain a strong presence in NL – STCA in view of criticality of the Gas Processing for GTL and LNG CoEs based in NL. The following principles underpin the ‘flight plan’ to IN – STCB:

  •   Moves need to be realised within the timeframe 2018 – 2021;
  •   The leadership roles should move first, to ensure the leader pulls resources towards them rather than pushes them towards another location;
  •   Reduction in team size (where relevant) should be delivered at the outset, and movement phased thereafter to allow local resources to be resourced (where required either via OR or external recruitment);
  •   Moves should ensure retention of critical talent/deep expertise and detail mitigating actions to ensure this;
  •   Where possible, windows of existing incumbents should be taken into account to determine the speed of the phasing;
  •   Where proximity to the business/other platforms is critical to integration, budget and ideation, a small number of liaison roles (typically 1-2 FTEs per hub) may be retained in other hubs to maintain links to other platforms and direct work to the CoE. These roles should be used to retain critical but immobile talent;
  •   For moves to Bangalore, expatriation levels should be max 15% of the total population.

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As a result, 6 positions within PTU & PTI, Deployment Engineer, 2 Process Engineer Gas Processing, Lead Deployment Gas Processing, Process Developer Gas Separation & Researcher Natural Gas Treating ceases to exist

Move to Bangalore by 1st December 2018:

The following 3 positions move from the Netherlands to Bangalore by 1st December 2018, Team Lead Gas Processing R&D, Senior Associate Researcher Gas Separation & Associate Researcher Gas Separation

Move to Bangalore by 1st December 2019:

The following 3 positions move from the Netherlands to Bangalore by 1st December 2019, Senior Process Engineer SRU, Senior Process Researcher Gas Treating & Associate Process Engineer Gas Processing

Move to Bangalore by 1st December 2020:

The following position moves from the Netherlands to Bangalore by 1st December 2020, Associate Process Engineer Gas Processing

CoE Gas Processing Integration and Operations Support

The purpose of this GM-ship is to deliver integrated designs & operations support for Gas Processing & CO2 abatement technologies to Shell assets and licensees. In addition, the department is intended to support the VP Licensing. Thus, it is proposed this department houses the capability responsible for deployment of Gas Processing technologies to both Shell and 3rd party assets and for the associated ongoing support to those assets. It is proposed the Gas Processing Integration and Operations Support department combines the current PTU/T Gas Processing Services EMEA, Ops Support and Design Process Engineering departments. It is proposed to move one role to Bangalore, India, by end 2018. Simultaneously, it is intended to maintain a strong presence in NL in view of criticality of Gas Processing for GTL and LNG CoEs based in NL, with operations support still having local presences (in multiple locations). The following principles underpin the ‘flight plan’ to IN – STCB:

  •   Moves need to be realised within the timeframe 2018 – 2021;
  •   The leadership roles should move first, to ensure the leader pulls resources towards them rather than pushes them towards another location;
  •   Reduction in team size (where relevant) should be delivered at the outset, and movement phased thereafter to allow local resources to be resourced (where required either via OR or external recruitment);
  •   Moves should ensure retention of critical talent/deep expertise and detail mitigating actions to ensure this;
  •   Where possible, windows of existing incumbents should be taken into account to determine the speed of the phasing, and enable easier consultation;
  •   Where proximity to the business/other platforms is critical to integration, budget and ideation, a small number of liaison roles (typically 1-2 FTEs per hub) may be retained in other hubs to maintain

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links to other platforms and direct work to the CoE. These roles should be used to retain critical but immobile talent;
 For moves to Bangalore, expatriation levels should be max 15% of the total population.

As a result, 13 positions (PTU), GM Gas Processing EMEAR, New Business Dev. Manager Gas Processing, License Technology Manager, 7 Process Engineer Gas Processing Design, Gas Processing Marketing, Sr Process Eng Gas Processing Services & Process Engineer Gas Processing Design, are ceasing to exist. 2 new positions are created and 16 (PTU) have a reporting line and or job title change.

Move to Bangalore by 1st December 2018:

The following position moves from the Netherlands to Bangalore by 1st December 2018, Gas Processing Operations Support Engineer

CO2 Abatement Technology

The purpose of this GM-ship is to actively mature options to drive down costs and deploy commercial CO2 Abatement technology. Thus, it is proposed this GM-ship houses the capability required for CO2 Abatement Technology through development phases D0-D4. It is proposed that this GM-ship combines the CO2 Abatement teams from the Gas Separation department (PTI/GG) with the CCS & CO2 department (PTU/T/C).

As a result, 9 positions (PTI &U), Team Lead Gas Processing R&D, Researcher, Program Manager Gas Treatment R&D, Researcher Gas Separation CO2 Abatement, Researcher Gas Separation, Ass Res Gas Separation & Treatment, General Manager – CCS & CO2, Process Engineer Gas Processing & CCS Capability Programme Manager, are ceasing to exist, 8 new roles are created and 10 positions (PTI & U) have a reporting line and or job title change.

GTL Technology Maturation

The purpose of this GM-ship is to deliver novel & improved technology and deep technical expertise for Shell’s GTL assets and prospects. The department intends to focus on increasing product output and reducing CO2 footprint and migrating product slate to higher value products (further differentiation of fuels, shift to more non-fuels chemicals). In addition, the department intents to prepare GTL technology for energy transition by weaving in renewable power/hydrogen into existing assets and new designs. Thus, it is proposed this department houses the capability required for GTL Technology Maturation through development phases D0-D4. It is proposed that the Gas Conversion team (PTI/GC) is combined with the GTL Conversion team (PTU/T/X) in a newly created GTL Technology Maturation department. The GTL Technology Maturation department will remain an integral part of the GTL CoE located in NL – STCA and will remain co-located with the Gasification team.

As a result, 9 positions (PTI &U), Manager Gas Conversion, Researcher, Associate Research Assistant Gas Conv, Senior Process Engineer Gas to Liquids, Process Engineer Gas to Liquids, R&D Project Lead, Process Engineer GTL, Associate Gas to Liquids Technician & Process Engineer Gas to Liquids, ceases to exist, 1 new position is created and 24 positions (PTI &U) will change reporting line and or job title.

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GTL Process Integration

The purpose of this GM-ship is to deliver process integration and front-end design for new GTL assets and for P&T-led changes to current assets (i.e. Pearl and SMDS), in close cooperation with the IG business. The GM-ship is intended to coordinate the design and evaluation of new GTL plant design options resulting from the IG ambition to fill the GTL projects funnel. Thus, it is proposed this GM-ship houses the capability required to support pre DG-3 GTL projects. The GTL Process Integration department will remain an integral part of GTL CoE located in NL – STCA and co-located with the Gasification team.

As a result, 3 positions (PTU), Front End Development Manager, GTL Gas Process Engineer &Process Engineer Gas to Liquids, will cease to exist, 11 positions (PTU) will have a reporting line change or job title change.

GTL Operations Support

The purpose of this GM-ship is to provide operations support with focus on GTL technology specific topics, and overall coordination of P&T support (in close alignment with IG-Production Excellence) to assets (i.e. Pearl and SMDS). In addition, the department intents to provide multi-tubular reactor design (also supporting EO reactor designs) and HPS catalyst exchange optimization. Also, the department intents to coordinate the GTL Lessons Learned process and bring operational learnings and experience into new GTL designs and improvements to current assets. Thus, it is proposed this GM-ship houses the capability required to support existing GTL Assets. The GTL Operations Support department remains an integral part of the GTL CoE located in NL – STCA and intends to remain co- located with the Gasification team.

As a result, 10 positions (PTU), GM GTL Operations, Technologist GTL, Process Engineer Gas to Liquids, Sr Process Eng Gas Processing Services and 6 Process Engineer Gas Processing Design, cease to exist, 1 new position is created and 7 positions (PTU) will have a reporting line and or job title change.

Roles ceasing to exist reflect the Prozona agreements in which Gas Processing Operations Support for DS Manufacturing assets will be supported from/by the Manufacturing assets directly.

CoE Gas and Residue Gasification

The purpose of this GM-ship is as CoE covering Gas and Residue Gasification, and Hydrogen manufacture: technology maturation, design and operational support to existing assets in Downstream (i.e. Pernis and Rheinland refineries) and IG (i.e. Pearl/SMDS) and to licensees of Residue Gasification. It is proposed this GM-ship is responsible for Gas & Residue Gasification Technology Development and Maturation through development phases D0-D4, for the deployment of these technologies to both Shell and 3rd party assets and for the associated ongoing support to those assets. The Gas and Residue Gasification department remains located in NL – STCA and co- located with the GTL CoE.

As a result, 6 positions (PTU), Sr Principal Process Eng Gasification, Principal Process Engineer Gasification & 4 Process Engineer Gasification, cease to exist, 2 new positions are created and 16 positions (PTU) will have a reporting line change and or new job title.

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Site Management STCA & SPTR

The purpose of this GM-ship is to provide world-class lab facilities to the Shell Technology Centre Amsterdam and Shell P&T Rijswijk, enabling innovation as well as drive continuous improvement of efficiency in experimentation and experimental services. It is proposed this department houses the capability required to discharge the responsibilities associated for “License to Operate” issues at STCA and SPTR and operational supervision & experimental services. Next to the reporting line and job title change for 1 position, Site Manager SPTR & STCA, no further changes are proposed for this department.

VP Upstream and Subsurface Technology

It is proposed that the Upstream Technology (PTI/R) and Exploration Technology (PTI/E) are brought together into a single VP-Ship. It is proposed that the VP Upstream & Subsurface Technology is the single point of interface to the Conventional Upstream BTC and the Exploration BTC.

It is proposed that the VP Exploration Technology role is combined with the VP Upstream Technology (PTI/R) role to create a new ‘VP Upstream and Subsurface Technology’ role. It is proposed this new role will be based in Shell Technology Centre Amsterdam (STCA) in the Netherlands.

It is proposed that 9 positions, Principal Geochemist, Principal Researcher Materials & Phys, Geophysicist, Senior Associate Researcher, Senior Associate Researcher, Reservoir Engineer, Reservoir Engineer, Research Engineer EOR & Senior Reservoir Engineer, which were already consulted under the BG Integration and the Impact on funding decisions regarding R&D IOR/EOR platform (SPTR) in 2016, cease to exist in accordance with the NL People Principles.

Seismic Technology

As a result of the proposal to move half of the Seismic Processing Team (PTI/EP) to Upstream Development, at the point in time 1 position, Processing Geophysicist, will have a reporting line change.

In Wave 2, we will review how the RDS Digital Strategy and required digital capabilities will impact Technology in the areas of Upstream and Subsurface Science and Computational & Analytical Technologies. This is consistent with the approach of identifying interdependencies, grouping moves together where sensible and seeking to avoid impacting same groups of individuals with multiple changes. We will ensure the guiding principle to maintain the single technology interface to the Businesses to facilitate integration of digital with molecular and engineering technologies can still be executed. Digitalisation is one of the transformation themes for Technology to drive its own efficiencies and productivity targets; and should be articulated in the Technology benefits realization plan. Consequently, it is proposed that resourcing the VP Upstream and Subsurface Technology position is postponed until Wave 2, and only appoint an interim manager for the intervening period.

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VP Wells, Deepwater & Shales Technology

It is proposed that the Wells & Deepwater Technology (PTI/W) and the Unconventionals Technology (PTI/U) teams are brought into a single VP-Ship together with elements of the Drilling Mechanics Technology team (PTW/DMT) and elements of the PTE/APFA and PTE/EPFA flow assurance teams. It is proposed that the VP Wells, Deepwater & Shales Technology is the single interface to the Wells BTC, the Deepwater BTC and Shales BTC.

Deepwater Technology

As the current platform delivery in Deepwater utilizes a structured Technology Challenges process to focus resources on key areas, the proposed new structure is not substantially changed. It is proposed that Deepwater incorporates some of the existing PTE team in Multiphase Flow to increase the span of control. In the course of consolidating flow assurance and production chemistry capability from PTE a principal flow assurance position will no longer exist as we strengthen and leverage our core capability in Houston.

As a result, 1 position (PTE), Principal Flow Assurance Engineer, ceases to exist and 5 positions (PTE) will have a reporting line and or job title change.

Wells Technology

It is proposed that the Wells Technology (PTI/WW) moves to report to the VP Wells, Deepwater & Shales role. It is proposed the GM Wells Technology role moves to Houston.

It is proposed to cease operation of the test rig in Rijswijk as well as selected activities in the Sierra halls and wet labs by the end of 2017. Demobilisation of all equipment would be completed by year- end 2018. This proposed action reflects a change in the forward-looking Wells technology portfolio and is aligned with several elements of the Technology Delivery Model strategy. First, the demobilisation aims to support an optimal Technology footprint where staff and key capabilities are co-located in fewer Technology hubs for easier collaboration and less duplication. Second, the Delivery Model strategy includes more work done through third parties, engendering stronger external innovation partnerships. This externalisation would hold vendors accountable for essential work. The demobilisation would also enable increased flexibility in allocating Wells technology spend.

The proposal includes creation of a Business Opportunity Manager role to oversee the most commercially and logistically effective manner of decommissioning, as well as to evaluate and action alternatives to perform some portion of the stopped work in the future at different site(s). The intent is to demobilise safely and to maintain business continuity for those capabilities deemed to be business-critical while alternatives are assessed and then implemented. Some activities that are not deemed business-critical may cease altogether while others may experience a pause between stopping work in Rijswijk and starting alternative capability provision elsewhere.

It is proposed that the Wells Technology (PTI/WW) moves to report to the VP Wells, Deepwater & Shales role. It is proposed the GM Wells Technology role moves to Houston.

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Furthermore, it is proposed the remaining Wells staff in Technology move to Amsterdam in conjunction with the planned closure of the Rijswijk Rig and associated workshops

As a result, 14 positions (13 PTI, 1 PTW), Research Engineer Wells, Researcher Drilling Automation, Team Lead Automation, Well Engineer, Researcher Drilling Automation, Principal Researcher Expandables, Wells R&D Technical specialist, Research Engineer Wells R&D, 2 Research Engineer Wells, Associate Technician Mechanical, Associate Technician Mechanical, Associate Researcher Wells & GM Wells R&D, cease to exist, 1 new position is created and 10 positions will have a reporting line and or job title change.

Location change:

In line with the overall intention to consolidate Shell Innovation, Research and Development efforts in Europe in Amsterdam, as per the RFA2016-6 (move of PTI to STCA), it is proposed that 41 roles, currently moving into the new Technology organistion from other TD’s and PTI/W, are proposed to change location from Rijswijk to Amsterdam.

Extracts end

Links for earlier extracts from the same document:

Part 1: Shell’s 88 page global transformation plans leaked to John Donovan: 31 July 2017

Part 2: Shell’s proposed global organisation changes: Part 2: 2 Aug 2017

Part 3: Shell’s leaked global organisation changes: Part 3: 2 Aug 2107

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