到2025年壳牌计划在低碳能源领域投入100亿至150亿美元

据6月14日离岸能源报道，总部位于英国的能源巨头壳牌公司决定在未来两年内投资100亿至150亿美元，通过促进其低碳能源解决方案业务来加强其脱碳努力。这是该石油巨头转型战略的一部分，旨在帮助实现平稳的能源转型。

 

壳牌正在积极努力，不仅控制其运营业务的排放，还控制其向客户销售的燃料和其他能源产品的排放，以期到2050年成为一家净零排放的能源企业。这一全球气候目标于2020年4月首次宣布。2021年10月，这家石油巨头设定了一个新目标，即到2030年将其第1类和第2类排放量与2016年的水平相比减少一半。

 

这家总部位于英国的能源巨头在2023年2月表示，到2022年底，它已经实现了到2030年将I类和II类的排放量减少50%的目标。当时，该公司估计，与2021年相比，它已将运营控制下的1类和2类碳排放量减少了16%，与2016年相比减少了31%。

 

这家英国巨头认为，它在实现净零目标方面取得了良好进展，因为其目标是到2030年实现近零甲烷排放，到2025年消除上游业务的常规燃烧。这意味着这家石油巨头计划比世界银行“2030年零空燃倡议”更快地实现目标。

 

该公司计划在2023年至2025年期间投资100亿至150亿美元，预计将支持低碳能源解决方案的发展，包括生物燃料、氢能、电动汽车充电和碳捕集与封存(CCS)项目。

 

壳牌计划在2023年6月14日(周三)的会议上向投资者介绍其“以更少的排放创造更多价值”战略，同时通过平稳的能源转型提供更高的股东回报。

 

壳牌首席执行官Wael Sawan表示，“我们正在进行投资，为客户提供当前和未来很长一段时间所需的安全能源，同时实现转型，壳牌赢得低碳的未来。在我们分配资本以加强股东分配的同时，实现能源转型时，讲绩效、有纪律和组织简约化将是我们的指导原则”。

 

此外，壳牌打算继续投资于提供(它认为是)安全的能源供应，同时加大减少碳排放努力。为此，该公司打算发展其综合天然气业务，并在全球液化天然气(LNG)市场保持领先地位，同时扩大其在上游优势地位，通过稳定液体燃料产量到2030年来实现长期优秀现金流。

 

这家石油巨头还计划利用其品牌、客户关系和贸易优势，优化其在下游和可再生能源，以及能源解决方案方面的投资价值，同时帮助运输和工业部门客户脱碳。

 

为了提高业绩并为进一步增长做好准备，该公司于2023年1月公布了简化的组织结构、执行委员会和董事会变动，预计将于2023年7月1日生效。

 

这将使壳牌综合天然气和上游业务合并在一起，组成一个新的综合天然气和上游业务董事会，由现任上游总监Zoe Yujnovich领导，而下游业务将与可再生能源和能源解决方案合并，组成一个新的下游和可再生能源董事会，由现任下游总监Huibert Vigeveno领导。

 

壳牌表示，通过股息和股票回购相结合的方式，加强对业绩的关注以及更严格的资本和成本纪律，将使经营性现金流CFFO在整个周期内的股权分配率从之前的20%～30%提高到30%～40%。

 

此外，公司将把每股股息提高15%，从2023年第二季度中期股息开始生效，9月份支付，并在董事会批准的情况下，在2023年下半年开始回购至少50亿美元的股票。

 

Sawan强调，“我们需要继续创造可盈利的商业模式，这些模式可以按一定速度扩大规模，真正影响全球能源系统的脱碳。我们将投资于有效的模式，即那些回报最高、能发挥我们优势的模式”。

 

洪伟立 摘译自 离岸能源网站

 

原文如下：

 

Shell on decarbonisation quest plans to dish out $10-15 billion in low-carbon energy by 2025

 

UK-headquartered energy giant Shell has decided to step up its decarbonisation efforts by boosting its low-carbon energy solutions business with investments of $10-15 billion over the next two years. This is part of the oil major’s transformation strategy to help usher in a balanced energy transition.

 

Shell is actively working on curbing emissions not only from its operations but also from the fuels and other energy products it sells to its customers in a bid to become a net-zero emissions energy business by 2050. This global climate goal was first announced in April 2020. Come October 2021, the oil major set a new target to halve its Scope 1 and 2 emissions compared to 2016 levels by 2030.

 

The UK-headquartered energy giant told Offshore Energy in February 2023 that it was more than halfway towards achieving its target reduction of 50 per cent by 2030 for Scope 1 and 2 emissions by the end of 2022. At the time, the firm estimated that it had reduced Scope 1 and 2 carbon emissions under operational control by 16 per cent compared with 2021, and 31 per cent compared with 2016.

 

The UK giant believes it is making good progress towards its net-zero target, as it aims to achieve near-zero methane emissions by 2030 and eliminate routine flaring from its Upstream operations by 2025. This means that the oil major plans to achieve this faster than the World Bank’s Zero Routine Flaring 2030 initiative.

 

Regarding its plans to invest $10-15 billion from 2023 to 2025, this is expected to support the development of low-carbon energy solutions including biofuels, hydrogen, electric vehicle charging, and carbon capture and storage (CCS).

 

Shell intends to update investors during a meeting on Wednesday, 14 June 2023, on its strategy to create “more value with less emissions” while delivering increased shareholder returns through a balanced energy transition, which reflects the UK player’s balanced approach as it operationalises its Powering Progress strategy.

 

Wael Sawan, Shell’s Chief Executive Officer, remarked: “We are investing to provide the secure energy customers need today and for a long time to come, while transforming Shell to win in a low-carbon future. Performance, discipline, and simplification will be our guiding principles as we allocate capital to enhance shareholder distributions, while enabling the energy transition.”

 

Furthermore, Shell intends to keep investing in providing – what it deems as – secure supplies of energy while scaling up efforts to reduce carbon emissions. To this end, the firm intends to grow its Integrated Gas business and maintain a leading role in the global liquefied natural gas (LNG) market while extending – what it believes to be – its advantaged position in Upstream to achieve cash flow longevity by stabilising liquids production to 2030.

 

The oil major also plans to leverage its brand, customer relationships, and trading strengths to optimise the value from investments it has made in Downstream and Renewables & Energy Solutions, while helping customers across the transport and industry sectors to decarbonise.

 

To enhance performance and position itself for further growth, the company unveiled a simplified organisational structure and executive committee and directorate changes in January 2023, which are expected to take effect on 1 July 2023.

 

This will see Shell’s Integrated Gas and Upstream businesses joined together to form a new Integrated Gas and Upstream Directorate led by current Upstream Director, Zoe Yujnovich while the Downstream business will be combined with Renewables & Energy Solutions to form a new Downstream and Renewables Directorate led by current Downstream Director, Huibert Vigeveno.

 

According to Shell, an enhanced focus on performance and stronger capital and cost discipline will underpin higher shareholder distributions of 30-40 per cent of CFFO through the cycle, compared with 20-30 per cent previously, through a combination of dividends and share buybacks.

 

In addition, the company will raise the dividend per share by an expected 15 per cent, effective from the second quarter 2023 interim dividend, payable in September, and commence share buybacks of at least $5 billion for the second half of 2023, subject to its board’s approval.

 

“We need to continue to create profitable business models that can be scaled at pace to truly impact the decarbonisation of the global energy system. We will invest in the models that work – those with the highest returns that play to our strengths,” highlighted Sawan.