Question: Why was the Royal Dutch Petroleum Company created?

Answer: to develop an oilfield in Sumatra

In February 1907, the Royal Dutch Shell Group was created through the amalgamation of two rival companies: the Royal Dutch Petroleum Company of the Netherlands and the "Shell" Transport and Trading Company Ltd of the United Kingdom. It was a move largely driven by the need to compete globally with Standard Oil. <hl> The Royal Dutch Petroleum Company was a Dutch company founded in 1890 to develop an oilfield in Sumatra , and initially led by August Kessler, Hugo Loudon, and Henri Deterding. <hl> The "Shell" Transport and Trading Company (the quotation marks were part of the legal name) was a British company, founded in 1897 by Marcus Samuel, 1st Viscount Bearsted, and his brother Samuel Samuel. Their father had owned an antique company in Houndsditch, London, which expanded in 1833 to import and sell sea-shells, after which the company "Shell" took its name.

In February 1907, the Royal Dutch Shell Group was created through the amalgamation of two rival companies: the Royal Dutch Petroleum Company of the Netherlands and the "Shell" Transport and Trading Company Ltd of the United Kingdom. It was a move largely driven by the need to compete globally with Standard Oil. The Royal Dutch Petroleum Company was a Dutch company founded in 1890 <hl> to develop an oilfield in Sumatra <hl>, and initially led by August Kessler, Hugo Loudon, and Henri Deterding. The "Shell" Transport and Trading Company (the quotation marks were part of the legal name) was a British company, founded in 1897 by Marcus Samuel, 1st Viscount Bearsted, and his brother Samuel Samuel. Their father had owned an antique company in Houndsditch, London, which expanded in 1833 to import and sell sea-shells, after which the company "Shell" took its name.

The Royal Dutch Petroleum Company was a Dutch company founded in 1890 <hl> to develop an oilfield in Sumatra <hl> , and initially led by August Kessler, Hugo Loudon, and Henri Deterding.


Question: Aside from biofuels what other renewable energy activities is Shell involved with?

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Answer: wind

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. <hl> It has minor renewable energy activities in the form of biofuels and wind . <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and <hl> wind <hl>. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

It has minor renewable energy activities in the form of biofuels and <hl> wind <hl> .


Question: How many countries does Shell operate in?

Answer: over 90

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in <hl> over 90 <hl> countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.


Question: How much oil per day does Shell produce?

Answer: 3.1 million barrels

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around <hl> 3.1 million barrels <hl> of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.


Question: How many services stations does Shell have?

Answer: 44,000 service stations

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has <hl> 44,000 service stations <hl> worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.


Question: In how many countries does Shell have operations?

Answer: over 90

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in <hl> over 90 <hl> countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.


Question: How many barrels of oil equivalent does Shell produce per day?

Answer: 3.1 million

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around <hl> 3.1 million <hl> barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.


Question: Shell has how many service stations worldwide?

Answer: 44,000

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has <hl> 44,000 <hl> service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.


Question: What is the name of Shell's subsidiary in the United States?

Answer: Shell Oil Company

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company , its subsidiary in the United States, is one of its largest businesses. <hl>

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. <hl> Shell Oil Company <hl>, its subsidiary in the United States, is one of its largest businesses.

<hl> Shell Oil Company <hl> , its subsidiary in the United States, is one of its largest businesses.


Question: Shell has minor renewable energy activities in which two areas?

Answer: biofuels and wind

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. <hl> It has minor renewable energy activities in the form of biofuels and wind . <hl> It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of <hl> biofuels and wind <hl>. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

It has minor renewable energy activities in the form of <hl> biofuels and wind <hl> .


Question: What percent of ownership did the merger award the Dutch branch?

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.

Answer: 60

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. <hl> The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. <hl> National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave <hl> 60 <hl> percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.


Question: What prevented a full-scale merger of the two companies?

Answer: National patriotic sensibilities

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. <hl> National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. <hl> The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. <hl> National patriotic sensibilities <hl> would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.


Question: What was the primary function of the Anglo-Saxon Petroleum Company?

Answer: to direct the transport and storage of the products

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. <hl> A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products . <hl>

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, <hl> to direct the transport and storage of the products <hl>.

A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, <hl> to direct the transport and storage of the products <hl> .


Question: The new firm operated as what type of company?

Answer: a dual-listed company

<hl> For various reasons, the new firm operated as a dual-listed company , whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. <hl> The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.

For various reasons, the new firm operated as <hl> a dual-listed company <hl>, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.

For various reasons, the new firm operated as <hl> a dual-listed company <hl> , whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes.


Question: What percent of ownership of the new company was awarded to the British?

Answer: 40

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. <hl> The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. <hl> National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.

For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and <hl> 40 <hl> percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.


Question: In what year was it announced that the Shell Group would move to a single capital structure?

In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

Answer: 2004

<hl> In November 2004 , following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. <hl> The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November <hl> 2004 <hl>, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November <hl> 2004 <hl> , following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London.


Question: What was the name of the Shell Group's new parent company?

Answer: Royal Dutch Shell plc

<hl> In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc , with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. <hl> The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named <hl> Royal Dutch Shell plc <hl>, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named <hl> Royal Dutch Shell plc <hl> , with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London.


Question: On what exchange was the Shell Group's new parent company primarily listed?

Answer: the London Stock Exchange

<hl> In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange , a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. <hl> The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on <hl> the London Stock Exchange <hl>, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on <hl> the London Stock Exchange <hl> , a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London.


Question: Where was the Royal Dutch Shell plc headquartered?

Answer: The Hague, Netherlands

<hl> In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. <hl> The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in <hl> The Hague, Netherlands <hl> and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.


Question: What was the cause of the period of turmoil prior to the announcement that the Shell Group would move to a single capital structure?

Answer: the revelation that Shell had been overstating its oil reserves

<hl> In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves , it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. <hl> The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November 2004, following a period of turmoil caused by <hl> the revelation that Shell had been overstating its oil reserves <hl>, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

In November 2004, following a period of turmoil caused by <hl> the revelation that Shell had been overstating its oil reserves <hl> , it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London.


Question: In what year did Shell and Cosan form a 50:50 joint venture?

In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

Answer: 2010

<hl> In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. <hl> In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

In February <hl> 2010 <hl> Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.


Question: What was the name of the 50:50 joint venture formed by Shell and Cosan?

Answer: Raízen

<hl> In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen , comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. <hl> In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

In February 2010 Shell and Cosan formed a 50:50 joint-venture, <hl> Raízen <hl>, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

In February 2010 Shell and Cosan formed a 50:50 joint-venture, <hl> Raízen <hl> , comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses.


Question: Why did Shell sell some of its assets in March 2010?

Answer: to meet the cost of a planned $28bn capital spending programme

In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. <hl> In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme . <hl> Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, <hl> to meet the cost of a planned $28bn capital spending programme <hl>. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, <hl> to meet the cost of a planned $28bn capital spending programme <hl> .


Question: How much did Shell plan to raise from the sale of its assets?

Answer: $2–3bn

In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. <hl> Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. <hl> In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise <hl> $2–3bn <hl> from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.


Question: Royal Dutch Shell agreed to acquire all the business of what entity in June 2010?

Answer: East Resources

In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. <hl> In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. <hl> The transaction included East Resources' tight gas fields.

In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of <hl> East Resources <hl> for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.


Question: Which assets did the corporation begin to sell in 2013?

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

Answer: US shale gas

<hl> Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. <hl> A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

Over the course of 2013, the corporation began the sale of its <hl> US shale gas <hl> assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.


Question: What was the value of the cancelled gas project that was to be contstructed in Louisiana?

Answer: US$20 billion

<hl> Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. <hl> A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a <hl> US$20 billion <hl> gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.


Question: The appointment of a new CEO in 2014 came prior to what announcement?

Answer: the corporation's overall performance in 2013 was 38 per cent lower than 2012

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. <hl> A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012 —the value of Shell's shares fell by 3 per cent as a result. <hl> Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that <hl> the corporation's overall performance in 2013 was 38 per cent lower than 2012 <hl>—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that <hl> the corporation's overall performance in 2013 was 38 per cent lower than 2012 <hl> —the value of Shell's shares fell by 3 per cent as a result.


Question: In what year did the corporation sell the majority of its Australian assets?

Answer: 2014

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. <hl> A new CEO Ben van Beurden was appointed in January 2014 , prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. <hl> Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January <hl> 2014 <hl>, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

A new CEO Ben van Beurden was appointed in January <hl> 2014 <hl> , prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result.


Question: What was the value of assets the corporation planned to sell leading up to 2015?

Answer: US$15 billion

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. <hl> Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy. <hl>

Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further <hl> US$15 billion <hl> worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.


Question: What is a cause of severe environmental issues in the Niger Delta?

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

Answer: The presence of companies like Shell

<hl> The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. <hl> Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

<hl> The presence of companies like Shell <hl> in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.


Question: Many pipelines owned by Shell in the Niger Delta are described as what?

Answer: old and corroded

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. <hl> Many pipelines in the Niger-Delta owned by Shell are old and corroded . <hl> Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are <hl> old and corroded <hl>. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

Many pipelines in the Niger-Delta owned by Shell are <hl> old and corroded <hl> .


Question: Shell has accepted responsibility for keeping its pipelines in what condition?

Answer: new

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. <hl> Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. <hl> This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines <hl> new <hl> but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.


Question: In contrast to its acceptance of responsibility for keeping the pipelines new, Shell has denied what?

Answer: responsibility for environmental causes

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. <hl> Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes . <hl> This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied <hl> responsibility for environmental causes <hl>. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

Shell has acknowledged its responsibility for keeping the pipelines new but has also denied <hl> responsibility for environmental causes <hl> .


Question: Environmental and human rights groups have created action plans to do what?

Answer: boycott Shell

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. <hl> It has also led to action plans to boycott Shell by environmental groups, and human rights groups. <hl> In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to <hl> boycott Shell <hl> by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.


Question: The name Shell is connected to what company?

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

Answer: The "Shell" Transport and Trading Company

<hl> The name Shell is linked to The "Shell" Transport and Trading Company . <hl> In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

The name Shell is linked to <hl> The "Shell" Transport and Trading Company <hl>. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

The name Shell is linked to <hl> The "Shell" Transport and Trading Company <hl> .


Question: What was the purpose of the created of The "Shell" Transport and Trading Company?

Answer: to sell seashells to London collectors

The name Shell is linked to The "Shell" Transport and Trading Company. <hl> In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors . <hl> When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business <hl> to sell seashells to London collectors <hl>. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

In 1833, the founder's father, Marcus Samuel, founded an import business <hl> to sell seashells to London collectors <hl> .


Question: What did the younger founder of The "Shell" Transport and Trading company discover while collecting seashell specimens in the Caspian Sea area?

Answer: there was potential in exporting lamp oil from the region

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. <hl> When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. <hl> Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised <hl> there was potential in exporting lamp oil from the region <hl> and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.


Question: By what year did the company have a fleet of oil tankers operating in the Caspian Sea region?

Answer: 1907

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. <hl> When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. <hl> Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by <hl> 1907 <hl> the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.


Question: The company operated a refinery on what river for several decades?

Answer: Thames

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. <hl> Although for several decades the company had a refinery at Shell Haven on the Thames , there is no evidence of this having provided the name. <hl>

The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the <hl> Thames <hl>, there is no evidence of this having provided the name.

Although for several decades the company had a refinery at Shell Haven on the <hl> Thames <hl> , there is no evidence of this having provided the name.


Question: What is Shell's primary business?

Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Answer: the management of a vertically integrated oil company

<hl> Shell's primary business is the management of a vertically integrated oil company . <hl> The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Shell's primary business is <hl> the management of a vertically integrated oil company <hl>. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Shell's primary business is <hl> the management of a vertically integrated oil company <hl> .


Question: The development of what two types of exptertise established the core competencies on which the company was founded?

Answer: technical and commercial

Shell's primary business is the management of a vertically integrated oil company. <hl> The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. <hl> Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Shell's primary business is the management of a vertically integrated oil company. The development of <hl> technical and commercial <hl> expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.


Question: One of the most important business in which Shell is involved is what?

Answer: natural gas

Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. <hl> Similar competencies were required for natural gas , which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. <hl> While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for <hl> natural gas <hl>, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Similar competencies were required for <hl> natural gas <hl> , which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits.


Question: Each business now seeks to become what type of unit?

Answer: self-supporting

Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. <hl> While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company. <hl>

Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a <hl> self-supporting <hl> unit without subsidies from other parts of the company.


Question: The business model that provided significant economies of scale and barriers to entry is called what?

Answer: vertically integrated

<hl> Shell's primary business is the management of a vertically integrated oil company. <hl> The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Shell's primary business is the management of a <hl> vertically integrated <hl> oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.


Question: Shell was traditionally considered what type of business worldwide?

Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.

Answer: heavily decentralised

<hl> Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. <hl> The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.

Traditionally, Shell was a <hl> heavily decentralised <hl> business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.


Question: Shell operated companies in how many countries?

Answer: over 100

<hl> Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. <hl> The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.

Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in <hl> over 100 <hl> countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.


Question: A good deal of technical and financial direction for the upstream came from what entity?

Answer: the central offices in The Hague

Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. <hl> The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague . <hl> Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.

Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from <hl> the central offices in The Hague <hl>. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.

The upstream tended to be far more centralised with much of the technical and financial direction coming from <hl> the central offices in The Hague <hl> .


Question: What types of companies existed in a few major oil and gas production centers?

Answer: "exploration and production"

Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. <hl> Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman. <hl>

Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large <hl> "exploration and production" <hl> companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.


Question: Downstream operations currently includes what type of business?

Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

Answer: chemicals

<hl> Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. <hl> The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

Downstream operations, which now also includes the <hl> chemicals <hl> business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.


Question: Downstream operations produces what percent of Shell's profits worldwide?

Answer: a third

<hl> Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. <hl> The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

Downstream operations, which now also includes the chemicals business, generates <hl> a third <hl> of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.


Question: How many petrol stationsare included in Shell's downstream operations global network?

Answer: more than 40,000

<hl> Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. <hl> The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of <hl> more than 40,000 <hl> petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.


Question: Prior to the 1990s, Shell's downstream businesses were essentially considered what kind of businesses?

Answer: local

Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. <hl> The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. <hl> In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially <hl> local <hl> and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.


Question: In what way did the business paradigm of Shell's downstream operations begin to change?

Answer: the independence of operating companies around the world was gradually reduced

Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. <hl> In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced . <hl> Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and <hl> the independence of operating companies around the world was gradually reduced <hl>. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

In the 1990s, this paradigm began to change, and <hl> the independence of operating companies around the world was gradually reduced <hl> .