In exploring this subject, I wish to shed light on the significance of creating a timely and strategic corporate social responsibility program that strengthens and nourishes the corporate identity and image of Shell. I like to end this paper by presenting specific executions for the CSR program.
As a corporation that positions itself as the “leading innovator for the energy future”, Royal Dutch Shell or Shell aims to maintain sustainable development by delivering its short-term and long-term business interests with economic, environmental, and social considerations (Royal Dutch Shell A, 2009). Through sustainable development, Shell believes that it is able to: firstly, govern the way it develops new oil explorations and projects on alternative energy; secondly, manage its downstream supply chains; and lastly, share its benefits to society by delivering quality products and by spearheading community projects.
Shell is present in more than 90 countries worldwide, has 93,000 full-time employees, and maintains a fuel retail network of around 43,000 service stations. In 2010, Shell was able to produce 3.3 million barrels of oil equivalent per day while it generated earnings of $20.5 billion. It spent $23.7 billion on net capital investment while it spent over $1.0 billion on research and development (R&D). The business operations of Shell are classified under three major categories—upstream, downstream, and projects and technology. Firstly, Shell Upstream is involved in the search and recovery of oil and natural gas; and the extraction of heavy oil from oil sands for conversion into synthetic crudes.