Why it all comes down to basics

You might say that focusing on the customer is a business basic, an obvious thing to do. So why do I keep emphasising it? Serving customers is in Shell’s DNA. Even before Shell moved into the oil business, it was selling kerosene for lighting and later petroleum for cars. Yet, as an energy company we had a tendency to start with commodities and end by supplying them to the customer. Now, it is crucial that we begin with the customers and work from what they want and need every time. That’s why I keep emphasising it.

Customers are at the heart of the strategy Shell set out earlier this year. Our Powering Progress strategy marks a fundamental shift for us, so we are changing the way we work, bringing businesses closer together and reshaping the organisation. Take our Energy and Chemicals parks that will help us meet an increased customer demand for low-carbon products and sustainable performance chemicals. We are bringing our customer-facing businesses and manufacturing facilities closer together. This way, we can use our customer insight to understand how customer needs change over time and reshape our product portfolio accordingly.

So, we set out the strategy, we are changing the business and teams, but the real change is about transforming our culture. For me, it’s very important to empower teams to see opportunities, offer solutions, learn, adjust and scale what works. It’s about reducing complexities and enabling collaboration, empowering people to say ‘yes’ to the opportunities and act on the ideas. Making decisions in markets, where our customers are, not in the headquarters. Putting the customer first means listening to what the customer wants and needs now, understanding what they will need tomorrow, and preparing for their needs in the decades to come.

By truly putting customers first, we are building strong, lasting relationships to help customers navigate challenges and opportunities of the energy transition. We are deepening our relationships with customers and companies like Microsoft , SAP, Rolls-Royce and Hyundai to develop and deploy new solutions that others can benefit from. We have listened to customers across sectors like shipping and road freight to understand the challenges and solutions needed. And we have come together with customers and companies across the sectors to trial hydrogen fuel cell for ships, help pilot electric trucks and scale hydrogen trucks.

Many of our customers are among more than 2,000 companies that have already set climate ambitions.[1] Each of these companies has different needs and many choices to make in the short, medium and long term. Our expertise across the energy system, combined with our focus on the customer allows us to offer our customers a smooth transition powered by integrated solutions. For example, we are providing electric vehicle charging, lubricants and digital solutions like telematics, a technology of sending, receiving and storing information to keep track of vehicles remotely, to improve the efficiency and safety of Penske’s fleet.

 So, some people might call me customer-obsessed, but there is a very good reason for that. It is the customer who is key to making real and lasting change in the energy system. So, at Shell, we put the customer first. Understand them. Listen to them. Learn with them

And in this spirit, I am eager to hear what putting the customer first means to you.

[1] https://unfccc.int/climate-action/race-to-zero-campaign#eq-3