Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million. Leveraging Shell’s resources The Foundation believes multinational companies have a hugely important but, as yet, largely untapped potential to use business know-how and assets – rather than just money – to tackle global problems. INFRASTRUCTURE "Shell has numerous standard business processes and templates that can be applied to the Foundation’s activities. For example, we used Shell business management tools and processes to help managers of UNESCO World Heritage sites make their activities more sustainable." Kurt Hoffman, Director Shell Foundation One thing that sets the Foundation apart is our ability to prove this through our unique relationship with Shell. Wherever appropriate, and always with the agreement of our partners, the Foundation leverages the power of Shell’s brand, knowledge and infrastructure to fulfil its charitable objectives. If the Foundation can prove this model through its relationship with Shell, hopefully other multinationals will start operating in the same way, ultimately delivering greater public good, and civil society will realise that this is how business can add most value in tackling social problems.BRAND "Our association with the Shell brand is enormously powerful in helping us open doors particularly with the private sector and finance institutions."Chris West, Deputy Director. Shell Foundation Independent but linked The Foundation was established by the Shell Group in 2000 as a UK-registered charity but with a global mandate. Because we believe Shell’s knowledge and networks can help us better achieve our charitable objectives, we maintain close links with the Shell Group. But as an independent charity, everything we do must advance our charitable purpose and must not benefit Shell’s profits. It also means that we decide what we want to do, where we operate and who our partners will be. KNOWLEDGE "In India, Shell staff ran marketing and sales workshops for one of our strategic partners who is helping farmers transition to organic and fair trade practices. Shell is full of people who have skills and knowledge relevant to the Foundation’s work. I am always looking to them to help the Foundation fulfill its charitable objectives." Anuradha Bhavnani, Programme Director, India Shell Foundation The Foundation has a board of six Trustees made up of three senior Shell executives and three external members – each independent and leading figures in the areas in which we work. All Foundation Trustees must act in the interests of the Foundation and it is an added responsibility of the independent Trustees to ensure this is always the case. We received a generous endowment of $250 million from the Shell Group when we were established and an additional commitment of 10 year’s annual funding averaging $16 million a year. This means that only in 2011 will the Foundation need to rely on the income from its endowment to operate, by which time the total value of the Group’s gift (after 10 year’s appreciation) and annual contributions will amount to an estimated $600 million.