In 2018 verdiende hij 20.1 miljoen euro. Upstream will be critical to Shell as we change – we need it to be very successful, so we have the financial strength to invest further in our lower-carbon products. Bewaar artikel in Mijn Nieuws. Royal Dutch Shell Plc Chief Executive Officer Ben van Beurden discusses the outlook for the transition to cleaner energy under President-elect Joe Biden. That mission does mean dramatic change for Shell – and that includes changes to our business plans over time. Of course, tackling climate change is mainly about the use of energy. Deel via WhatsApp Deel via Twitter Deel via Facebook Deel via LinkedIn Deel via E-mail. This includes around 1,500 people who have already agreed to take voluntary redundancy this year, but excludes any who may leave Shell because of divestments. We are, for example, installing the world’s largest hydrogen electrolyser in Germany. That is what we are doing. And if, as we approach 2050, we still have customers for carbon-based energy, we are going to make sure that the emissions from these users are somehow addressed. By continuing your membership, you accept these updates. Refining is another business that we will refocus. And when it comes to hydrogen, it is still a very small market but we are absolutely the leader when it comes to hydrogen for transport and are active in other areas too. So, if we really want to be the best asset operators in the world, how are we going to organise the technical support for that? Ben van Beurden is Chief Executive Officer, Member of the Executive Committee, Executive Director of the Company. Bernardus Cornelis Adriana Margriet (Ben) van Beurden ( Roosendaal, 23 april 1958) is sinds 1 januari 2014 CEO bij Royal Dutch Shell. We have to be net zero in all our operations, which means major changes at refineries, chemicals sites, on-shore and offshore production facilities. Ze deden dat door een liedje te zingen. Persistent incidents of pipeline sabotage and oil theft in Nigeria's Niger delta region have pushed Royal Dutch Shell (RDS.A-1.1%) to reconsider its position in the country, CEO Ben van Beurden says. And COVID-19 has hit us in another way. Ben heeft 1 functie op zijn of haar profiel. Ben van Beurden, chief executive officer of Royal Dutch Shell, speaks during the 26th World Gas Conference in Paris, France, June 2, 2015. We have updated our CEO Council membership agreement. De afgelopen zes jaar nam de LNG-productie van Shell met meer dan de helft toe. 1 of 4 Ben van Beurden, chief executive officer of Royal Dutch Shell Plc, speaks during the 2018 CERAWeek by IHS Markit conference in Houston, Texas, U.S., on … The projects we invest in will be highly valuable. Neem een abonnement op TPO Plus en lees direct verder, zo steun je TPO en help je onze berichtgeving mogelijk te maken. Hij volgde Peter Voser op. So, we have to have a role in helping our customers decarbonise: a mission of working with society to help it get to net zero. De totale beloning van de baas van de Brits-Nederlandse energiereus komt over 2018 uit op ruim 20 miljoen euro. It is not enough though: it all needs to accelerate. But as hard as they were, they were entirely the appropriate choices to make. In this period, he also served on the boards of a number of leading industry associations, including the International Council of … Presently, Bernardus Cornelis Adriana Margriet van Beurden occupies the position of Chief Executive Officer & Executive Director at Royal Dutch Shell Plc, Chief Executive Officer of Shell U.K. Ltd. (a subsidiary of Royal Dutch Shell Plc) and Chief Executive Officer at Royal Dutch Shell Plc (UK). Tijdens een van zijn eerste mediaoptredens moest de nieuwe ceo Ben van Beurden meteen een winstwaarschuwing afgeven, voor het eerst in ruim tien jaar tijd. Hij. Van Beurden sprak over de (on)mogelijkheden van de energietransitie en hoe zijn bedrijf daarmee omgaat. But a large part of the cost saving for Shell will come from having fewer people. In some cases there are good reasons for that, but as a principle we are looking to remove that complexity, and cost, so we can be the nimble, efficient and customer-focused company we need to be. Everybody in Shell should be proud of what we have done this year. Board of Directors The Board of Directors meet to discuss reviews and reports on the business and plans of Royal Dutch Shell plc. Royal Dutch Shell aims to cut its carbon emissions in half by 2050. We, Shell, have decided to go on the second, bigger, mission. Bernardus Cornelis Adriana Margriet (Ben) van Beurden (Roosendaal, 23 april 1958) is sinds 1 januari 2014 CEO bij Royal Dutch Shell. In fact, our people have been quick to innovate and move even further into the digital world… running orders virtually, trading virtually, even monitoring and assisting offshore facilities virtually. With his wife Stacey, he has three daughters and a son. Now, if you work your way through all of this, you do come across many opportunities to just do things more simply, and that brings cost savings too. COVID-19 is changing the world in significant ways. That is what we mean to do and, as you can imagine, that is going to be a massive change for our company. In 2014 werd Van Beurden er CEO. In some cases we will have to bring the customers with us as we develop the products, so we can actually sell the products to them. With the COVID-19 pandemic disrupting the world, all businesses are rethinking what they do and how. In that context, a company like Shell has a choice. En het was niet dat Shell voor die tijd geen problemen had. That's nothing to … Shell-ceo Ben van Beurden ontvangt €24 mln beloning. It is a big mission, and we already have many of the relevant skills to complete it. We are looking at other costs too, of course, like travel and the use of contractors. Royal Dutch Shell (algemeen bekend als Shell) is een Nederlands-Britse multinational, behorend tot de supermajors, de zes grootste staats-onafhankelijke oliemaatschappijen van de wereld. Yes. But we must evolve those strengths into a much more targeted way of serving the sectors of the future. By having a company that is fully consistent with the new strategy we are preparing to share with our investors. If we stay quiet we risk ending up saying: “Well, I am sorry, it didn’t happen because we failed to speak up.” We have to be proactive and help things happen. With that context, I am grateful that our performance on safety in our operations so far this year has been so good – remarkable, in fact – with a much-reduced incident rate. "We laten 2020 achter ons met een sterkere balans en zijn klaar om onze strategie te versnellen", voegde hij toe, waarbij hij herhaalde een progressief dividendbeleid te zullen voeren en het dividend vanaf het eerste kwartaal van 2021 met 4 procent te laten stijgen. To be more nimble, we have to remove a certain amount of organisational complexity. Shell has planned to reduce greenhouse gas emissions to net zero by 2050 or sooner, and CEO Ben van Beurden said the firm must continue to strengthen the "financial resilience" of … [1], Van Beurden werkt sinds 1983 bij Shell. We have to be a simpler, more streamlined, more competitive organisation that is more nimble and able to respond to customers. And if you think, as I do, that the energy system of the future will be more democratised, with the customer pulling products through, that also helps Shell. It is consistent with our strategy and it fits better with us, as the company and people we are, and with the vision we have for where we want to be. In 2018 verdiende hij 20.1 miljoen euro. But we are doing this because we have to, because it is the right thing to do for the future of the company. And it does mean that we have to work much harder with others to make that change happen: developing new types of biofuels and making them commercially viable, for example, or developing hydrogen for heavy-duty road transport in areas where nothing exists yet, not even the business model. We have to invent it, we have to build it, we have to make it happen. For Shell, the long-term, global shifts urgently needed to tackle climate change create a further challenge. We have, very sadly, lost six employees and six contractor colleagues to the virus. In a company as big as Shell, even a strong rate of growth can be hard to notice, but we are accelerating. Ben was Downstream Director from January to September 2013. That means Upstream – the part of Shell that deals with exploring for and producing oil and gas – will be run to ensure a strong flow of cash to Shell. That means society needs a net-zero emissions energy system. Or it can say: “If society wants to get to net-zero emissions and we really want to be an integral part of that society, then we need to get to net zero as well.”. But that is just one part of what we do. If we want to get there, if we want to succeed as an integral part of a society heading towards net-zero emissions, now is the time to accelerate. It is an evolution, an evolution that affects tens of thousands of people in one way or another. Financial reports and articles of association Shell International Finance B.V. Fourth quarter 2020 results – February 4, 2021, 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. Toen ze waren uitgezongen, reageerde de met "Lieve Ben" aangesproken Shell-topman op hun bezwaren, wat voor de zaal aanleiding was om luid te applaudisseren. It is going to be by working with decision makers and policy makers so we can find ways forward: what legislation and standards need to be put in place, what bottlenecks need to be cleared. Jeroen Koot 12 mrt '15. But it also means that we have to change the type of products that we sell. We did not start all over again, simply because that was not needed. Ben van Beurden is Chief Executive Officer, Member of the Executive Committee, Executive Director of the Company. De lezing werd onderbroken door milieuactivisten. For many years we have been one of the largest power traders in the largest power market in the world: the USA. De tekst is beschikbaar onder de licentie. We have also found that there are many people in the middle of our organisation who have a relatively small number of people reporting to them. You cannot do that by just having different products which still produce emissions. 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It is also worth noting that, if we want to be a large player in biofuels, a lot of the biofuel capability will be built within our refining infrastructure. Away from the traditional businesses, I talked earlier about the need to work with others and, in some cases, to create new business models, new markets, new customers for the low-carbon products we want to sell. [2] Daarvoor had hij operationele en commerciële functies bij zowel de takken Downstream als Upstream, de winning van olie en gas. Across our businesses, our low-carbon investments will increase significantly over time. Zeven als Moeder Aarde uitgedoste activisten riepen Shell op voorzichtiger om te springen met natuur en klimaat. In biofuels, we are in a venture that is one of the world’s largest sugarcane ethanol producers. Het vermogen van Jeroen van der Veer bedraagt momenteel €90 miljoen. That could be by using the technology of carbon capture, utilisation and storage – often called CCUS – on behalf of our customers. So the new, reshaped Shell will be set up to do that, with a strong focus on helping customers decarbonise and organised around the sectors in which we have customers, like aviation, like shipping, like heavy-duty road transport. He is also Chairman at Emirates Foundation. Opleiding: Technische Universiteit Delft, Erasmus Universiteit Rotterdam Mensen zochten ook naar: Peter Voser, Simon Henry, Ben van Beurden, Hans Wijers. Well, we have not started with a blank sheet of paper. Neem nu een abonnement. Hij is zo’n 10 jaar actief betrokken geweest bij de lng-activiteiten van Shell. We will keep only what is strategically essential to us and integrate those refineries with our chemicals business, which we plan to grow. None of this changes our values as a company, and we will do what we have to do with honesty, integrity and respect for people. Before that, he was Executive Vice President Chemicals from 2006 to 2012. It could also be by offsetting those emissions through nature, or dealing with them in another way. Hij begon zijn carrière in 1983 bij Shell, waar hij ­diverse functies had bij alle grote afdelingen. Because they cost too much today. We want to be able to say: “You want to decarbonise, and this is the way you can do it, and this is what we can do for you.” On aviation, for example, how are we going to make biofuels a reality for them? It will be smaller but smarter. We will end up with fewer than 10 refineries, compared to 55 around 15 years ago, but they will be set up to serve the changing needs of society. It is very painful to know that you will end up saying goodbye to quite a few good people. REUTERS/Benoit Tessier/File Photo We have to be competitive. Als je al lid bent, log dan hieronder in om direct verder te lezen. For Shell, the long-term, global shifts urgently needed to tackle climate change create a further challenge. We have made inroads as a developer of solar power. Miranda van Beurden. Shell-topman Ben van Beurden heeft over 2018 een topjaar gehad qua beloning. Yes, it will, and make no mistake: this is an extremely tough process. We also trade power in Europe and increasingly in markets like Australia, Brazil and China. But Van Beurden's bonus from these metrics still fell by 53% from 2018. Related Posts. [2] Hij was sinds januari 2013 directeur van de Divisie Downstream, de raffinage, en lid van het uitvoerend bestuur van het bedrijf. We will be as fast as we can and we will show care for all those who lose their roles or who are negatively affected. [2], Een grotere loonkloof en minder sociale cohesie, Wat we weten over Ben van Beurden, 9 juli 2013, https://nl.wikipedia.org/w/index.php?title=Ben_van_Beurden&oldid=58218265, Wikipedia:Lokale afbeelding gelijk aan Wikidata, Creative Commons Naamsvermelding/Gelijk delen. In offshore wind, we have been part of winning bids to build projects. I think it is fair to say that we already have one of the strongest customer-facing businesses in the industry, and we definitely have the strongest brand and the largest and most successful retail network. Because it is not good enough to just wait and see what society does. So much has happened. If we want to make hydrogen happen, for example, it is not going to be by just building the infrastructure and seeing what happens next. Integrated Gas will have a bigger focus on unlocking markets and focusing on the customers’ specific needs. Finally, we simply have to be better at making decarbonisation a reality in society and that means having a loud, clear voice. COVID-19 has shown we can work very effectively in ways we did not think we were ready for yet. Many people, of course, think of us as a company that is good at finding oil and gas and bringing it to the surface. Shell CEO Ben van Beurden says the company will achieve that goal by improving … The Shell Scenarios team has explored the potential impact of the crisis. A new project in Norway aims to create a market across Europe for industry to capture and safely store emissions, helping to tackle climate change. And I am very proud of how the company and my colleagues throughout Shell have reacted. We cannot just be quiet. The Royal Dutch Shell plc Executive Committee, led by CEO Ben van Beurden, is responsible for running Shell’s businesses and delivering on its corporate strategy. Op maandagavond 19 maart 2018 hield bij in een uitverkochte Rode Hoed in Amsterdam de eerste EW Economie-lezing. “We have to change the type of products that we sell”. [3], Hij is afgestudeerd chemisch ingenieur aan de Technische Universiteit Delft. Van Beurden is getrouwd en heeft vier kinderen. Van Beurden was ook betrokken bij de International Council of Chemicals Associations en the European Chemical Industry Council. Download als PDF Krant weergave Deel via WhatsApp Deel via Twitter Deel via LinkedIn Deel via Facebook E-mail. Ben van Beurden, de CEO van Shell, is helemaal geen ondernemer. Please review it by clicking below. For over fifty years, Shell investors have been receiving … Door uw bezoek aan deze site voort te zetten, accepteert u het gebruik van cookies of andere tracers om u gerichte advertenties op maat van uw interesses en bijvoorbeeld om statistieken van bezoeken maken aan te bieden. We have had to act quickly and decisively and make some very tough financial decisions to ensure we remained resilient, including cutting the dividend. And we are looking at other opportunities, like virtual working. It will be the companies with strong brands, strong global reaches – companies capable of producing a single net-zero industrial solution that works for a customer in Alabama, in India and in Japan – that have the reach and the financial muscle to make things really happen. I know I, and many others in Shell, will be saying goodbye to people we know well and really like and who have great loyalty to the company. According to his official bio, he enjoys reading, running and travelling with his family. We will continue to invest, but it will not be about how many barrels of oil, or cubic feet of gas, Upstream produces, but how much it adds to the bottom line. We will have some oil and gas in the mix of energy we sell by 2050, but it will be predominantly low-carbon electricity, low-carbon biofuels, it will be hydrogen and it will be all sorts of other solutions too. That is where the real challenge is. CEO Ben van Beurden noemde 2020 een "uitzonderlijk jaar". Our aviation business will be set up to work with the players in and around that sector to find those answers and deliver those products. Hij volgde Peter Voser op. Ben van Beurden (Roosendaal, 1958) studeerde chemische technologie in Delft. Deze pagina is voor het laatst bewerkt op 1 feb 2021 om 16:35. He Stands at a High Risk of Being Replaced. We have looked closely at how we are organised and we feel that, in many places, we have too many layers in the company: too many levels between me, as the CEO, and the operators and technicians at our locations.