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Governance framework

Board of Directors

The Company has a single-tier Board of Directors headed by a Chair, with executive management led by the Chief Executive Officer. The names of the Directors who held office during the year can be found in the "The Board of Shell plc" section. Information on the Directors who are seeking appointment or reappointment is included in the Notice of Annual General Meeting.

There is no fixed number of times that the Board may meet in one year. During 2023, the Board met nine times (eight times during 2022) and, as detailed throughout our Strategic Report, including the Section 172 statement and activities undertaken throughout the year, worked hard to promote the long-term sustainable success of the Company, generating value for shareholders and contributing to wider society. Board members also engaged in several deep dive sessions as part of their energy transition strategy update work. Further information on the Board's work and assessments in relation to strategy, culture, engagement with stakeholders, and its workforce can be found in this section.

The Board's responsibilities are governed by a formal schedule of matters reserved to it and include:

  • Approval of overall strategy and oversight of management;
  • Changes to the corporate and capital structure;
  • Approval of financial reporting and controls (including approval of the Annual Report and Accounts, approval of the Annual Report on Form 20-F, and interim dividends);
  • Oversight of risk management and internal control;
  • Approval of significant contracts;
  • Determining succession planning and new Board appointments;
  • Remuneration for the Chair and Executive Directors; and
  • Corporate governance matters.

Board Committees

Audit and Risk Committee ("ARC"), with the purpose to:

  • Review and monitor the effectiveness of the Shell Group of Companies' (the "Group") risk management and internal controls;
  • Review and make recommendations to the Board on the integrity of the Company's financial reporting;
  • Oversee the internal audit and external audit functions and make recommendations to the Board; and
  • Carry out other oversight activities on behalf of the Board.

Sustainability Committee ("SUSCO"), with the purpose to:

  • Review the progress of Shell with respect to sustainability; and
  • Review the non-financial elements of the Powering Progress strategy.

Nomination and Succession Committee ("NOMCO"), with the purpose to:

  • Lead the process for appointments to the Board and to Senior Management positions;
  • Make recommendations to the Board on all Board and Senior Management appointments and re- appointments;
  • Review and make recommendations to the Board on succession planning for the Board and Senior Management, ensuring plans are in place for an orderly succession and overseeing the development of a diverse succession pipeline;
  • Review and make recommendations to the Board on corporate governance guidelines; and
  • Review the Company's policy, targets and strategies on diversity, equity and inclusion, and monitor their effectiveness.

Remuneration Committee ("REMCO"), with the purpose to:

  • Determine and agree with the Board on the remuneration policy for the Company Chair, Executive Directors and the Executive Committee of the Company;
  • Within the terms of such agreed policy, and any other relevant policy, determine the individual remuneration packages for the Company Chair, Executive Directors and Senior Management; and
  • Monitor the structures and levels of remuneration for other senior executives and make recommendations if appropriate.

More information on the composition of each of the Board committees, their roles and activities during the year is provided on the following pages:

Division of responsibilities

The roles of the Chair, a non-executive role, and the CEO are separate and clearly defined. The Board has agreed on their respective responsibilities and set these out in writing. These documents are available on request from the Company Secretary.


  • Responsible for ensuring that the Board and its committees function effectively. One way in which this is achieved is by ensuring Directors receive accurate, timely and clear information; and
  • Responsible for making sure that there is an adequate induction and training programme followed by all Directors (see "Director induction and training"), with assistance from the Company Secretary.

Deputy Chair/Senior Independent Director

  • Sounding board for the Chair;
  • Serves as an intermediary for the other Directors and shareholders; and
  • Leads the annual appraisal of the Chair's performance.

Non-executive Directors

  • Appointed by the Board or by shareholders at general meetings and, in accordance with the Code, seek re-election by shareholders on an annual basis;
  • Letters of appointment refer to a specific term of office in accordance with the provisions of the Code and the Company's Articles of Association;
  • Upon appointment, Non-executive Directors confirm they are able to allocate sufficient time to meet the expectations of the role. Appointments are subject to a minimum of three months' notice of termination, and there is no compensation provision for early termination;
  • The Non-executive Directors bring a wide range and balance of skills and international business experience. Through their contribution to the Board and Board committee meetings, respectively, they are expected to challenge and help develop proposals on strategy and bring independent judgement on issues of performance and risk; and
  • At every Board meeting, time is set aside for the Chair and Non-executive Directors to meet without the Executive Directors being present. The Non-executive Directors discuss, among other matters, the performance of individual Executive Directors. A number of Non-executive Directors also meet major shareholders over the course of the year.

Executive Management

Chief Executive Officer (CEO)

  • Has overall responsibility for the implementation of the strategy approved by the Board, the operational management of the Company and the business enterprise connected with it; and
  • Is supported in this by the EC that he chairs.

Executive Committee (EC)

  • Operates under the direction of the CEO in support of his responsibility for the overall management of Shell's business. The CEO has final authority in all matters of management that are not within the duties and authorities of the Board or of the shareholders' general meeting;
  • EC members are listed in the Executive Committee biographies in the "Executive Committee" section.

Governance documents available on

  • Articles of Association
  • Matters Reserved for the Board
  • Board Committee Terms of Reference
  • Modern Slavery Act Statement
  • Shell General Business Principles
  • Shell Code of Conduct
  • Code of Ethics for Executive Directors and Senior Financial Officers
Executive Committee
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