17 April 2017, Singapore
NrgEdge is pleased to welcome, Haria Djuli, coming on board as Advisor.
Haria brings with him over 11 years of experience in corporate talent acquisition in the Energy, Oil & Gas industry, spending over a decade of his career with the Shell group in various locations including the Netherlands, Qatar and Malaysia since 2005. Haria’s direct experience in various markets in Europe, Middle East and Southeast Asia gives him a strong understanding and knowledge of the competitive nature of talent acquisition in the global Oil & Gas sector. His hands-on involvement in recruiting talents ranging from roles in senior management to technicians for both onshore and offshore operations has allowed him to appreciate the various complexities and intricacies involved in meeting organizational goals in talent management. As a firm believer that organisations need to develop their own talents to build a sustainable and successful business, Haria was also actively involved in campus recruitment programs both locally in Malaysia and overseas, where he provided guidance to young university graduates on career advancement in the Oil & Gas industry.
Haria’s invaluable experience in corporate recruitment in the Oil & Gas sector provides an excellent resource for members in the NrgEdge community. His role as Advisor will certainly add value to our members’ NrgEdge experience, as he will be sharing his in-depth knowledge on best hiring practices and successful execution of hiring strategies for companies and HR personnel and insider career advice to job-seekers and students. “We are excited to welcome Haria into our team,” said Mohammad Khalid, Co-Founder and CTO, NrgEdge. “With over a decade of industry expertise hiring in the oil & gas industry with key oil major, Haria will be a great asset and will be able to provide valuable insights and guidance to the companies and users on NrgEdge.”
About NrgEdge - Refueling Employability in the Oil & Gas Industry
NrgEdge is the newest professional networking platform for the Energy, Oil & Gas industry, aimed at creating a holistic environment that will empower members to excel at every point in their career journey and to assist companies in hiring more effectively. Focusing on the Asia-Pacific region, NrgEdge has amassed close to 10,000 registered users from the Energy, Oil & Gas industry in the area since our launch in Oct 2016.
NrgEdge was born as a response to the current Oil crisis, to enable the community to retain its most qualified and experienced members and enable current and new professionals to be engaged and maintain growth while awaiting market recovery. The oil price slump has taken its toll on the O&G workforce, where over 350,000 jobs have been cut by O&G production companies since 2014. Amidst the fluctuations in Oil & Energy in recent years, some things remain constant – companies hunting skilled employees and professionals looking for new opportunities.
While the O&G industry is a mature one and conservative by convention, it is important for the industry to constantly update processes with new technologies to adapt to new audiences. This is especially crucial with the ‘skills gap’ the industry is facing, with senior professionals leaving the industry and only inexperienced new graduates to replace them, leading to a loss of valuable knowledge. NrgEdge helps to bridge this gap by creating a space for knowledge-sharing and upskilling with E-Learning initiatives such as webinars, Virtual Reality-enabled courses and Q&A forums. Jobseekers are well-equipped to explore new opportunities in the NrgEdge Job Portal with the Career Passport, a professional resume designed to showcase capabilities and key project achievements.
NrgEdge also helps Companies build their brand awareness, elevate their corporate standing and streamline hiring processes through competencies-matching to allow a more efficient workflow, where companies can easily filter and find skilled individuals that best match their job requirement and connect with current and potential employees.
From new graduates to experienced professionals and companies, NrgEdge provides a universal platform for current and potential members of the Energy, Oil & Gas industry to excel in their career.
NrgEdge is available on the web (www.nrgedge.net) and via the NrgEdge native app on both iOS and Android platforms.
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On 10 December 2021, if all goes to plan Royal Dutch Shell will become just Shell. The energy supermajor will move its headquarters from The Hague in The Netherlands to London, UK. At least three-quarters of the company’s shareholders must vote in favour of the change at the upcoming general meeting, which has been sold by Shell as a means of simplifying its corporate structure and better return value to shareholders, as well as be ‘better positioned to seize opportunities and play a leading role in the energy transition’. In doing so, it will no longer meet Dutch conditions for ‘royal’ designation, dropping a moniker that has defined the company through decades of evolution since 1907.
But why this and why now?
There is a complex web of reasons why, some internal and some external but the ultimate reason boils down to improving growth sustainability. Royal Dutch Shell was born through the merger of Shell Transport and Trading Company (based in the UK) and Royal Dutch (based in The Netherlands) in 1907, with both companies engaging in exploration activities ranging from seashells to crude oil. Unified across international borders, Royal Dutch Shell emerged as Europe’s answer to John D Rockefeller’s Standard Oil empire, as the race to exploit oil (and later natural gas) reserves spilled out over the world. Along the way, Royal Dutch Shell chalked up a number of achievements including establishing the iconic Brent field in the North Sea to striking the first commercial oil in Nigeria. Unlike Standard Oil which was dissolved into 34 smaller companies in 1911, Royal Dutch Shell remained intact, operating as two entities until 2005, when they were finally combined in a dual-nationality structure: incorporated in the UK, but residing in the Netherlands. This managed to satisfy the national claims both countries make on the supermajor, second only to ExxonMobil in revenue and profits but proved to be costly to maintain. In 2020, fellow Anglo-Dutch conglomerate Unilever also ditched its dual structure, opting to be based fully out of the City of London. In that sense, Shell is following the direction of the wind, as forces in its (soon to be former) home country turn sour.
There is a specific grievance that Royal Dutch Shell has with the Dutch government, the 15% dividend tax collected for Dutch-domiciled companies. It is the reason why Unilever abandoned Rotterdam and is now the reason why Shell is abandoning The Hague. And this point is particularly existentialist for Shell, since its share prices has been battered in recent years following the industry downturn since 2015, the global pandemic and being in the crosshairs of climate change activists as an emblem of why the world’s average temperatures are going haywire. The latter has already caused the largest Dutch state pension fund ABP to stop investing in fossil fuels, thereby divesting itself of Royal Dutch Shell. This was largely a symbolic move, but as religious figures will know, symbols themselves carry much power. To combat this, Shell has done two things. First, it has positioned itself to be at the forefront of energy transition, announcing ambitious emissions reductions plans in line with its European counterparts to become carbon neutral by 2050. Second, it is looking to bump up its dividend payouts after slashing them through the depths of the Covid-19 pandemic and accelerating share buybacks to remain the bluest of blue-chip stocks. But then, earlier this year, a Dutch court ruled that Shell’s emissions targets were ‘not ambitious enough’, ordering a stricter aim within a tighter timeframe. And the 15% dividend tax remains – even though Prime Minister Mark Rutte’s coalition government has been attempting to scrap it, with (it is presumed) some lobbying from Royal Dutch Shell and Unilever.
As simplistic it is to think that Shell is leaving for London believes the citizens of the Netherlands has turned its back on the company, the ultimate reason was the dividend tax. Reportedly, CEO Ben van Buerden called up Mark Rutte on Sunday informing him of the planned move. Rutte’s reaction, it is said was of dismay. And he embarked on a last-ditch effort to persuade Royal Dutch Shell to change its mind, by immediately lobbying his government’s coalition partners to back an abolition of the dividend tax. The reaction was perhaps not what he expected, with left-wing and green parties calling Shell’s threat ‘blackmail’. With democracy drawing a line, Shell decided to walk; or at least present an exit plan endorsed by its Board to be voted by shareholders. Many in the Netherlands see Shell’s exit and the loss of the moniker Royal Dutch – as a blow to national pride, especially since the country has been basking in the glow of expanded reputation as a result of post-Brexit migration of financial activities to Amsterdam from London. The UK, on the other hand, sees Shell’s decision and Unilever’s – as an endorsement of the country’s post-Brexit potential.
The move, if passed and in its initial stages, will be mainly structural, transferring the tax residence of Shell to London. Just ten top executives including van Buerden and CFO Jessica Uhl will be making the move to London. Three major arms – Projects and Technology, Global Upstream and Integrated Gas and Renewable Energies – will remain in The Hague. As will Shell’s massive physical reach on Dutch soil: the huge integrated refinery in Pernis, the biofuels hub in Rotterdam, the country’s first offshore wind farm and the mammoth Porthos carbon capture project that will funnel emissions from Rotterdam to be stored in empty North Sea gas fields. And Shell’s troubles with activists will still continue. British climate change activists are as, if not more aggressive as their Dutch counterpart, this being the country where Extinction Rebellion was born. Perhaps more of a threat is activist investor Third Point, which recently acquired a chunk of Shell shares and has been advocating splitting the company into two – a legacy business for fossil fuels and a futures-focused business for renewables.
So Shell’s business remains, even though its address has changed. In the grand scheme of things, never mind the small matter of Dutch national pride – Royal Dutch Shell’s roadmap to remain an investment icon and a major driver of energy transition will continue in its current form. This is a quibble about money or rather, tax – that will have little to no impact on Shell’s operations or on its ambitions. Royal Dutch Shell is poised to become just Shell. Different name and a different house, but the same contents. Unless, of course, Queen Elizabeth II decides to provide royal assent, in which case, Shell might one day become Royal British Shell.
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