DELIVERY & GROWTH FIVE-YEAR FACT BOOK - Shell

EMPLOYEES
Shell employs 102,000 people in more than 100 countries and
territories worldwide. Our people are central to the delivery of the
Shell business strategy of More Upstream, Profitable Downstream.
In 2008, our people strategy continued to focus mainly on
recruiting, developing skills and improving employee performance.
During 2008 we continued to invest in the development of our
staff. Our approach to learning focused on deepening professional
skills, particularly in technical disciplines. Many activities also
focused on improving health and safety performance. We
continued to strengthen skills and leadership capabilities of our
staff throughout Shell.
Shell’s ability to compete effectively and to become a preferred
partner for governments is influenced by the quality of our staff
EMPLOYEES BY SEGMENT (average numbers) thousands
2008 2007 2006 2005 2004
Exploration & Production 18 18 18 17 15
Gas & Power 3 3 3 3 3
Oil Sands 1 1 1 1 1
Oil Products 58 63 67 71 78
Chemicals 6 6 6 8 8
Corporate [A] 16 13 13 9 8
Total 102 104 108 109 113
[A] Corporate includes employees working in shared service centres.
EMPLOYEES BY GEOGRAPHICAL AREA
(average numbers) thousands
2008 2007 2006 2005 2004
The Netherlands 9 10 10 10 10
UK 8 8 8 7 8
Other 15 17 19 22 25
Europe 32 35 37 39 43
Africa, Asia, Australia/Oceania 34 33 35 33 30
USA 23 24 24 24 26
Other Americas 13 12 12 13 14
Total 102 104 108 109 113
and our capacity to deliver high-quality services and technology
in order to develop complex world-class projects. Recruiting,
developing and deploying skilled people therefore remains essential
to our business and remains one of our strengths. In 2008, we
recruited more than 5,500 people worldwide from more than 90
countries. These comprised 1,050 graduates and 4,500 experienced
professionals with more than half (57%) of all recruits coming
from technical disciplines.
We believe our ability to compete effectively in the global
marketplace is affected by our ability to attract and retain diverse
staff that reflect the countries where we operate, and the suppliers
and customers with whom we do business. The integration of
diversity and inclusion (D&I) into Shell’s operations and culture is
therefore essential to our success.
EMPLOYEES BY COUNTRY (average numbers) thousands
2008 2007 2006 2005 2004
Argentina 3 3 3 3 3
Australia 3 3 3 3 3
Brazil 2 2 2 2 2
Canada 6 6 5 5 4
China/Hong Kong 4 4 3 2 1
France 2 3 4 4 4
Germany 5 6 6 6 7
India 1 1 [A] [A] [A]
Malaysia 7 7 6 5 4
Morocco 1 1 1 1 1
The Netherlands 9 10 10 10 10
Nigeria 2 2 2 2 2
Norway 1 1 1 1 2
Philippines 3 1 1 1 1
Poland 1 1 1 1 3
Qatar 1 [A] [A] [A] [A]
Russia [A] 1 3 2 2
Singapore 3 2 2 2 2
South Africa 2 1 2 2 2
Thailand 1 2 3 4 4
UK 8 8 8 7 8
USA 23 24 23 24 26
88 89 89 87 91
As percentage of total 86% 85% 82% 80% 81%
Total 102 104 108 109 113
[A] Fewer than 500 employees.
EMPLOYEE COSTS $ million
2008 2007 2006 2005 2004
Remuneration 10,581 10,021 8,827 8,286 8,037
Social law taxes 890 854 712 681 691
Retirement benefits (302) 98 743 768 782
Share-based compensation 241 589 462 376 285
Total 11,410 11,562 10,744 10,111 9,795
Shell Financial and Operational Information 2004–2008 29